Cover image for Supervisor's Survival Kit: Your First Step into Management, Ninth Edition

Supervisor's Survival Kit: Your First Step into Management, Ninth Edition

Author Cliff Goodwin , Elwood N. Chapman
Release Date: 2001/07/01
ISBN: 0130290319
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Book Description

SUPERVISOR'S SURVIVAL KIT, NINTH EDITION continues the successful tradition of preparing today's workforce for the first steps into management.

  • Solve problems through Mini-Games.

  • Create a motivating work environment.

  • Lead effective work-team behavior.

  • Improve interpersonal communication between employees.

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    Table of Contents

    1. Copyright
    2. About this Book
    3. From the Publisher
    4. Introduction
    5. Getting into Supervision
      1. Should You Be a Supervisor?
        1. MANAGEMENT DEFINED
        2. ADVANTAGES OF MANAGEMENT
        3. DISADVANTAGES OF MANAGEMENT
        4. THE PRESSURES OF MANAGEMENT
        5. THE PRIOR-IMAGE PROBLEM
        6. DISCUSSION QUESTIONS
        7. Case Study
      2. Making the Transition
        1. YOUR FIRST STEP AS A SUPERVISOR
        2. RECOGNIZING THAT BECOMING A GOOD SUPERVISOR IS NOT A PIECE OF CAKE
        3. HOW TO SURVIVE YOUR FIRST FEW WEEKS AS A MANAGER
        4. NEW STANDARDS OF INTEGRITY
        5. INITIAL GOALS AS A SUPERVISOR
        6. BALANCING HOME AND CAREER
        7. DISCUSSION QUESTIONS
        8. Mini-Game
      3. The New Star in the Management Hierarchy
        1. MORE RESPONSIBILITY—LESS SUPPORT
        2. EX-MIDDLE MANAGERS SPEAK OUT
        3. MINOR CHANGES
        4. MAJOR CHANGES
        5. WALK BEFORE YOU RUN
        6. LEARN TO MANAGE YOURSELF FIRST
        7. DISCUSSION QUESTIONS
        8. Mini-Game
    6. Human Relations and Communications: The Key to Successful Supervision
      1. Achieving Productivity Through People
        1. YOU CAN NO LONGER DO IT YOURSELF
        2. KINDS OF PRODUCTIVITY
        3. MOTIVATION TECHNIQUES
        4. MOTIVATION THEORIES
        5. SUPERVISOR-EMPLOYEE RELATIONSHIPS AND PRODUCTIVITY
        6. DISCUSSION QUESTIONS
        7. Case Study
      2. The Supervisor-Employee Relationship
        1. THE RELATIONSHIP CHANNEL
        2. BUILDING SOUND RELATIONSHIPS
        3. DEALING WITH A DEMANDING SUPERIOR
        4. DISCUSSION QUESTIONS
        5. Mini-Game
      3. Five Irreplaceable Foundations
        1. WHAT ARE THE FIVE FOUNDATIONS?
        2. USING THE FIVE FOUNDATIONS
        3. MASTERING THE FIVE FOUNDATIONS
        4. DISCUSSION QUESTIONS
        5. Case Study
      4. Creating a Productive Working Climate
        1. THE DISCIPLINE LINE
        2. COMPASSION VS. CONTROL
        3. DEVELOPING THE RIGHT CLIMATE BY EXAMPLE
        4. MONITORING YOUR DISCIPLINE LINE
        5. AN IDEAL CLIMATE ENCOURAGES SELF-MOTIVATION
        6. DISCUSSION QUESTIONS
        7. Mini-Game
      5. The Shift to Total Quality Management
        1. THE THREE BASIC ELEMENTS OF TQM
        2. IBM AND GM LEARNED THE HARD WAY
        3. DISCUSSION QUESTIONS
        4. Mini-Game
      6. The Effective Work Team
        1. FROM THE PYRAMID TO THE CIRCLE
        2. TRANSITION DANGERS
        3. THE TEAM IDEA IS NOT NEW
        4. EMPLOYEE EMPOWERMENT
        5. RULES OF THE GAME
        6. PERSONAL CHARACTERISTICS REQUIRED BY A TEAM LEADER
        7. THE MULTICULTURAL TEAM
        8. CONTROL AND DISCIPLINE
        9. ATTITUDE AND THE MULTICULTURAL TEAM
        10. TEAMWORK
        11. WHEN SHOULD THE NEW SUPERVISOR TRY OUT THE TEAM CONCEPT?
        12. Mini-Game
      7. Communicating Privately
        1. WHAT IS INVOLVED IN PRIVATE COMMUNICATION?
        2. THE FIVE RS OF PRIVATE COMMUNICATION
        3. THE ART OF COMMUNICATING
        4. MRT DISCUSSIONS AND THE NONDIRECTIVE TECHNIQUE
        5. LINK ALL PRIVATE COMMUNICATION TO INDIVIDUAL GOALS
        6. DISCUSSION QUESTIONS
        7. Case Study
      8. The Problem Employee
        1. A PROFESSIONAL PERSPECTIVE
        2. OBJECTIVITY REQUIRED
        3. EXPLORATORY INTERVIEWS
        4. CORRECTIVE INTERVIEWS
        5. FACING DISAGREEMENT OR CONFLICT
        6. NONCORRECTIVE INTERVIEWS
        7. SOLVING PROBLEMS: AN ONGOING PROCESS
        8. DISCUSSION QUESTIONS
        9. Mini-Game
      9. Staffing
        1. EMPLOYEE TURNOVER
        2. THE STAFFING PROCESS
        3. ORIENTATION AND TRAINING
        4. STAFF SHIFTING AND ROTATION
        5. THE PART-TIMER
        6. THE CORE-RING APPROACH
        7. POPULARITY OF PART-TIMERS
        8. THE ART OF SCHEDULING
        9. SUPERVISOR'S RELATIONSHIP WITH THE HUMAN RESOURCE DEPARTMENT
        10. DISCUSSION QUESTIONS
        11. Case Study
      10. Delegation
        1. FAILURE TO DELEGATE
        2. WHEN AND HOW TO DELEGATE
        3. DELEGATING AS PART OF A LARGER PLAN
        4. DISCUSSION QUESTIONS
        5. Mini-Game
      11. Use Your Knowledge Power
        1. HOW TO TEACH BY NOT TEACHING
        2. YOUR ATTITUDE TOWARD TEACHING
        3. THE FOUR-STEP PROCESS
        4. DELEGATING TRAINING RESPONSIBILITIES
        5. GROUP INSTRUCTION
        6. DISCUSSION QUESTIONS
        7. Case Study:
      12. The Formal Appraisal
        1. APPRAISAL INSTRUMENTS
        2. APPRAISALS AND MBO
        3. APPRAISALS AND CAREER PLANNING
        4. BENEFITS TO MANAGEMENT
        5. BENEFITS TO EMPLOYEES
        6. USING A POSITIVE APPROACH
        7. USING THE APPRAISAL FORM
        8. CONDUCTING THE APPRAISAL
        9. USING THE APPRAISAL PROCESS AS A POSITIVE TOOL
        10. DISCUSSION QUESTIONS
        11. Mini-Game
    7. Managing Yourself
      1. Learning to Concentrate
        1. WHAT IS CONCENTRATION?
        2. ELIMINATING DISTRACTIONS
        3. CONCENTRATING TO LEARN VS. CONCENTRATING TO MANAGE
        4. BARRIERS TO CONCENTRATION
        5. THE EFFECT OF PERSONALITY
        6. WEARING TWO HATS
        7. TIPS ON HOW TO CONCENTRATE
        8. EIGHT STEPS TO SUCCESS
        9. Case Study
      2. Establishing Goals and Planning
        1. THE IMPORTANCE OF PLANNING
        2. MASTER CALENDAR
        3. FORMULA FOR SUCCESSFUL PLANNING
        4. MANAGEMENT BY OBJECTIVES
        5. DEPARTMENT SUCCESS
        6. SUPERVISORS AND COMPUTERS
        7. SOFTWARE PACKAGES TO HELP SUPERVISORS
        8. KNOWING ABOUT PERSONAL PERFORMANCE CONTRACTS
        9. DISCUSSION QUESTIONS
        10. Case Study:
      3. Setting Priorities
        1. GOALS, OBJECTIVES, AND PLANS
        2. THE ABC METHOD OF SORTING THINGS OUT
        3. CRITERIA FOR SETTING PRIORITIES
        4. ADVANTAGES OF A WRITTEN LIST
        5. KEEPING PRIORITY LISTS FLEXIBLE
        6. EFFECTIVE PRIORITY SETTING
        7. HOW TO GET STARTED
        8. DISCUSSION QUESTIONS
        9. Mini-Game
      4. Managing Your Time
        1. HOW TO MANAGE YOUR TIME
        2. KEEP OTHERS FROM USING UP YOUR TIME
        3. MAKE MEETINGS MORE EFFICIENT
        4. ELIMINATE TIME WASTERS
        5. INVENTORY ANALYSIS CHART
        6. DISCUSSION QUESTIONS
        7. Case Study
      5. Make Decisive Decisions
        1. THREE APPROACHES TO PROBLEM SOLVING
        2. THREE KINDS OF DECISIONS
        3. DECISION-MAKING MODEL
        4. JOB-ORIENTED PROBLEMS
        5. LOW-CONSEQUENCE WORK-ORIENTED DECISIONS
        6. HIGH-CONSEQUENCE WORK-ORIENTED DECISIONS
        7. LOW-CONSEQUENCE PEOPLE PROBLEMS
        8. HIGH-CONSEQUENCE PEOPLE PROBLEMS
        9. THE GROUP DECISION
        10. DISCUSSION QUESTIONS
        11. Mini-Game
    8. Where Do I Go from Here?
      1. Common Mistakes You Don't Want to Make
        1. FAILURE TO COMMUNICATE
        2. FAILURE TO EXERCISE STRONG LEADERSHIP
        3. MAKING AND BREAKING PROMISES
        4. STRAITJACKETING EMPLOYEES
        5. FAILURE TO ENJOY YOUR ROLE AS A MANAGER
        6. DISCUSSION QUESTIONS
        7. Case Study
      2. Converting Change into Opportunity
        1. TECHNOLOGICAL CHANGES NOW IN THEIR INFANCY
        2. ORGANIZATIONS CHANGE TO SURVIVE
        3. THE WORKFORCE CHANGES
        4. MANAGEMENT BURNOUT
        5. CHANGE AS A SOURCE OF STRESS
        6. SUMMARY
        7. DISCUSSION QUESTIONS
        8. Mini-Game:
      3. Having a Personal Plan B
        1. MAKING YOURSELF VISIBLE
        2. THE STRAIGHT LINE TO THE TOP
        3. THE ZIGZAG PATTERN
        4. DEVELOPING A PLAN B
        5. IT'S OKAY TO PLAY BOTH ENDS AGAINST THE MIDDLE
        6. THE IMPORTANCE OF A PLAN B
        7. NETWORKING
        8. PROTECTING THE CAREERS OF YOUR STAFF FROM THE WINDS OF CHANGE
        9. DISCUSSION QUESTIONS
        10. Case Study
      4. Leadership: What Every Manager Should Know
        1. YOUR OPPORTUNITY TO BECOME A MANAGER/LEADER
        2. A LEADERSHIP FORMULA FOR PERSONAL GROWTH
        3. BE A STAR COMMUNICATOR
        4. THE MUTUAL REWARD THEORY
        5. DEVELOP YOUR POWER PACKAGE
        6. MAKE BETTER DECISIONS MORE DECISIVELY
        7. LEADERS CREATE AND ARTICULATE A MISSION TO THEIR FOLLOWERS
        8. CREATE A POSITIVE FORCE
        9. DISCUSSION QUESTIONS
        10. Mini-Game
      5. Suggested Answers to Case Problems
        1. CASE: CHOICE
        2. CASE: APPROACH
        3. CASE: REQUEST
        4. CASE: TECHNIQUE
        5. CASE: STAFFING
        6. CASE: TRAINING
        7. CASE: THINKING
        8. CASE: PLANNING
        9. CASE: ANALYSIS
        10. CASE: INTIMIDATION
        11. CASE: DECISION
      6. Role Profiles for Cases and Mini-Games
        1. MR. BIG
        2. SUPERVISOR JOE
        3. MS. Y
        4. MR. X
        5. MR. K
        6. MRS. R
        7. MR. G
        8. MRS. Q
        9. RICARDO
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