DISCUSSION QUESTIONS
by Cliff Goodwin, Elwood N. Chapman
Supervisor's Survival Kit: Your First Step into Management, Ninth Edition
- Copyright
- About this Book
- From the Publisher
- Introduction
- Getting into Supervision
- Human Relations and Communications: The Key to Successful Supervision
- Achieving Productivity Through People
- The Supervisor-Employee Relationship
- Five Irreplaceable Foundations
- Creating a Productive Working Climate
- The Shift to Total Quality Management
- The Effective Work Team
- FROM THE PYRAMID TO THE CIRCLE
- TRANSITION DANGERS
- THE TEAM IDEA IS NOT NEW
- EMPLOYEE EMPOWERMENT
- RULES OF THE GAME
- PERSONAL CHARACTERISTICS REQUIRED BY A TEAM LEADER
- THE MULTICULTURAL TEAM
- CONTROL AND DISCIPLINE
- ATTITUDE AND THE MULTICULTURAL TEAM
- TEAMWORK
- WHEN SHOULD THE NEW SUPERVISOR TRY OUT THE TEAM CONCEPT?
- Mini-Game
- Communicating Privately
- The Problem Employee
- Staffing
- Delegation
- Use Your Knowledge Power
- The Formal Appraisal
- Managing Yourself
- Learning to Concentrate
- Establishing Goals and Planning
- Setting Priorities
- Managing Your Time
- Make Decisive Decisions
- THREE APPROACHES TO PROBLEM SOLVING
- THREE KINDS OF DECISIONS
- DECISION-MAKING MODEL
- JOB-ORIENTED PROBLEMS
- LOW-CONSEQUENCE WORK-ORIENTED DECISIONS
- HIGH-CONSEQUENCE WORK-ORIENTED DECISIONS
- LOW-CONSEQUENCE PEOPLE PROBLEMS
- HIGH-CONSEQUENCE PEOPLE PROBLEMS
- THE GROUP DECISION
- DISCUSSION QUESTIONS
- Mini-Game
- Where Do I Go from Here?
- Common Mistakes You Don't Want to Make
- Converting Change into Opportunity
- Having a Personal Plan B
- Leadership: What Every Manager Should Know
- YOUR OPPORTUNITY TO BECOME A MANAGER/LEADER
- A LEADERSHIP FORMULA FOR PERSONAL GROWTH
- BE A STAR COMMUNICATOR
- THE MUTUAL REWARD THEORY
- DEVELOP YOUR POWER PACKAGE
- MAKE BETTER DECISIONS MORE DECISIVELY
- LEADERS CREATE AND ARTICULATE A MISSION TO THEIR FOLLOWERS
- CREATE A POSITIVE FORCE
- DISCUSSION QUESTIONS
- Mini-Game
- Suggested Answers to Case Problems
- Role Profiles for Cases and Mini-Games
DISCUSSION QUESTIONS
| 1: | What additional reasons might explain why supervisors are reluctant to initiate private communication sessions with their employees? What would you suggest to a supervisor who has this problem? |
| 2: | Some management and personnel people claim that young supervisors today find it more difficult to do counseling, especially for discipline or termination, than their older counterparts. Do you agree or disagree? Why? |
| 3: | Does frequent stand-up or informal communication between a supervisor and an employee eliminate the need for private communication? Build your case one way or the other. |
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