监督管理：第七版

　　内容提要 《监督管理学》（第七版）是美国著名大学的标准教材，全面阐述了监督管理学的理论、实践、技巧及其发展。注意实际应用技巧的培养。富特色，突出特点表现为：紧跟时代步伐；注重技巧培养；理论阐述详细；见解独特新颖；

暂缺《监督管理：第七版》作者简介

     Brief Contents
   Part 1: Supervisory Management Overview
    1 The Supervisory Challenge
    2 The Managerial Functions
    3 Communication: The Vital Link in Supervisory
    Management
    4 Motivational Principles as Applied to
    Supervision
    5 Leadership and Delegation: Supervisory
    Strategies for Getting Work Done
    Part 1 Cases
   Part 2: Planning
    6 Decision Making and the Supervisor
    7 Essentials of Planning
    8 Supervisory Planning and Time Management
    Part 2 Cases
   Part 3: Organizing
    9 Principles of Organizing
    10 Supervisory Organizing at the Departmental
    Level
    11 Meetings, Committees, and Leading Meetings
    12 The Labor Union and the Supervisor
    Part 3 Cases
   Part 4: Staffing
    13 The Supervisor and Employee Recruitment,
    Selection, Orientation, and Training
    14 Performance Appraisal and Managing the
    Outcomes of Performance Appraisal
    Part 4 Cases
   Part 5: Leading
    15 Supervisory Leadership and the Introduction of
    Change
    16 Building Effective Work Teams and
    Maintainmg Morale
    17 Supervising Diversity
    18 Resolving Conflicts in the Workplace
    Part 5 Cases
   Part 6: Controlling
    19 Fundamentals of Controlting
    20 Positive Discipline
    Part 6 Cases
    Appendix: Partial Listing of Federal Employment
    Legislation That Impacts Supervisors
    Glossary
    Endnotes
    Index
    Photo CreaIts
   PARTl
   SUPERVISORY MANAGEMENT OVERVIEW
    Chapter 1 The Supervisory Challenge
    Why Would Anyone Want to Be a Supervisor?
    Historical Perspective
    Scientific Management The Functional Approach Human Relations/Behavioral School
    Quantitative Approach
    Factors and Trends Afferting the Role of the Supervisor
    Population and Workforce Growth The Aging of America Women in the Workforce
    and Related Issues Growth of Racial Minorities in the Workforce Greater
    Opportunities for Women and Minorities Educational Preparation Uccuparional
    and Industry Trends Changing Technology and Business Conditions Global
    Challenges Work Scheduling and Employment Conditions Ethical Issues and
    Corporate Culture Other Governmental and Societal Issues Empowerment and
    Employee Participation in Decision Making
    Supervision: A Professional Perspertive
    Chapter 2 The Managerial Functions
    The Person in the Middle
    Managerial Skills Make the Difference
    The Need for Technical Competence in Supervision Managerial Skills Can Be Learned
    and Developed Benefits from Better Supervisory Management
    Functions of Management
    The Managerial Functions Are the Same in All Managerial Positions Managerial
    Funcrions Relative to Time and Position
    The Supervisor as Team Leader
    Managerial Authority
    Avoiding Reliance on Managerial Authority Delegating Authority
    Coordination
    Cooperarion as Related to Coordination Attaining Coordination
    Getting into Supervision
    Chapter 3 Communication: The Vital Link in Supervisory Management
    Need for Effective Communication
    Effective Communication Requires a Two-Way Exchange Effective Communication
    Means Better Supervision
    Channels of the Communication Network
    Formal Channels Informal Channels-The Grapevine
    Hethods of Communication
    Behavior Is Communication Oral and Written Communication A Picture Is Worth
    a Thousand Words
    Barriers to Effective Communication
    Language and Vocabulary Differences Status and Position Resistance to Change
    or New Ideas Perceptual Barriers Insensitive Words and Poor Timing
    Overcoming Barriers to Effective Communication
    Preparation and Planning Using Feedback ; Direct and Clear Language A Calm
    Atmosphere Taking Time and Effort to Listen RepetitionofMessages Reinforcing
    Words with Action
    Chapter 4 Motivational Principles as Applied to Supervision
    Determinants of Human Behavior
    Determinants of Personality Recognizing Human Differences and Similarities
    Understanding Motivation and Human Behavior
    The Hierarchy of Needs (Maslow) Applicarion of the Needs Theories to Supervisory
    Management Negative Employee Motivation and Frustration Motivation-Hygiene
    Theory Application of Herzberg's Theory to Supervision Expectancy Theory
    Comparing Theory X and Theory Y
    McGregor's Theory X and Theory Y
    Supervisory Approaches for Attaining Positive Employee Motivation
    Broadening the Scope and Importance of Each Job Job Redesign Participative
    Management
    Chapter 5 Leadership and Delegation: Supervisory
    Strategies for Getting Work Done
    Leadership: The Core of Supervisory Management
    The Test of Supervisory Leadership Leadership Can Be Developed Effective
    Supervisory Leadership as a Dynamic Process
    Contemporary Thoughts on Leadership
    Leadership Theories
    Understanding Managerial Authority
    Origin of Formal Authority The Acceptance Theory of Authority Limitations to
    Authority
    Power-The Ability to Influence Others
    The Process of Delegation
    Assigning Duties Granting Authority Creating Responsibility Supervisory
    Accountability Cannot Be Delegated
    Delegation by the Supervisor
    Reasons for Lack of Supervisory Delegation Benefits from Supervisory Delegation
    General Versus Autocratic Supervision
    General Supervision Advantages of General Supervision Autocratic (Authoritarian)
    Supervision The Proper Balance of Delegation
    Part 1 Cases
    Case 1-1 The Opportunity of a Lifetime?
    Case 1-2 The Socializing Team Leader
    Case 1-3 Supervisory Humor
    Case 1-4 The Picnic Conversation
    Case 1-5 Romance on the Assembly Line
    Case 1-6 To Accept or Not to Accept?
    Case 1-7 The Troubled Technician
    Case 1-8 Abusive Rumors
    Case 1-9 At Last I'll Be in Charge
   
   PART2
    PLANNING
    Chapter 6 Decision Making and the Supervisor
    The Importance of Decision-Making Skills to Supervisors
    Types of Decisions
    The Decision-Making Process
    Step 1. Define the Problem Step 2: Analyze the Problem: Gather Facts and Information
    Step 3: Establish Decision Criteria Step 4: Develop Alternatives Step 5:
    Evaluate the Alternatives Step 6: Select the "Best" Alternative Step 7: Follow
    Up and Appraise the Results
    Time Impacts the Decision-Making Process
    Chapter 7 Essentials of Planning
    Management Functions Begin with Planning
    The Strategic-Planning Process and Visioning
    All Managerial Levels Perform the Planning Function
    Planning Periods
    Better Planning Means Better Resource Utilization
    Planning for Quality Improvement
    Organizational Goals and Objectives
    Management by Objectives-A System for Participative Management
    Why Use Management by Objectives? A Step-by-Step Model MBO Facilitates
    Better Planning and Coordinarion of Efforts
    Standing Plans
    Policies Procedures Methods Rules
    Single-Use Plans
    Budgets Programs and Projects
    Planning Tools
    Planning Inventory Scheduling and Project Planning
    Chapter 8 Supervisory Planning and Time Management
    Supervisory Forecasting
    Supervisory Concerns in Forecasting Forecasting Means Readiness for Change
    Supervisory Planning: Tactical Strategies
    Timing Alternatives Target Dates and Deadlines Responses to Organizational
    Change Gaining Reciprocity
    Supervisory Planning for Use of Resources
    Efficient Use of Space Utilization of Other Major Physical Resources Improvement
    in Work Procedures and Methods Use and Security of Materials, Supplies, and
    Merchandise Safe Work Environment Employee Work Schedules Full
    Utilization of Human Resources
    Time Management
    Managing Time Means Reducing Stress Classifying Duties with a Time-Use Chart
    Overcoming Time Wasters by Setting Priorities Tools of Time Management Time
    for Creative and Innovative Thinking
    Part 2 Cases
    Case 2-1 Ethical Expense Reporting
    Case 2-2 A Shortage of Policies
    Case 2-3 Interpreting Funeral-Leave Policy.
    Case 2-4 Conflict with the Nepotism Policy
    Case 2-5 The Snow Day Stir
    Case 2-6 Objections to Free Coffee and Beverages
    Case 2-7 Go Home, Bob
    Case 2-8 The Busy Manager
   PART3
    ORGANlZlNG
    Chapter 9 Principles of Organizing
    Organizing as an Essential Managerial Function
    Unity of Command and Authority Relationships
    The Span of Management Principle
    Factors Influencing the Span of Management Weighing the Factors How
    Managerial Levels and Span of Management Are Related
    Departmentation
    Approaches to Departmentation Work Assignments and Organizational Stability
    Line and Staff Authority Relationships and Organizational Structures
    Line and Staff as Authority Relationships Line-Type Organizational Structure
    Line-and-Staff Type Organizational Structure Supervisory Relationships with the
    Human Resources Department
    Ihe Role of Functional Authority
    Ihe Matrix-Type Organizational Structure
    Orgamzational Principles in an Era of Organizational Downsizing
    Chapter 10 Supervisory Organizing at the Departmental Level
    Supervisory Organizing for Employee Empowennent
    Delegation, Decentralization, and Recentralization
    Achieving Decentralization When Recentralizarion Is Appropriate
    Developing Understudies as a Way of Delegating
    Why Have an Understudy? Selecting an Understudy Developing the Understudy
    Encouraging the Reluctant Understudy
    Planning the "Ideal" Departmental Structure
    Organizational Tools and Their Application
    Departmental Organization Charts Organization Manuals Job Descriptions and
    Job Specifications
    Infonnal Organization
    The Informal Organization and the Supervisor Supervising and Informal Work Group
    Leaders
    Chapter 11 Neetings, Committees, and Leading Meetings
    The Need for Meetings and Committees in an Electronic Age
    The Supervisor's Role in Calling and Leading Meetings
    Types of Meetings
    Benefits from Meetings Limitations of Meetings
    Committees: Types, Composition, and Size
    Permanent (Standing) Committees Temporary (Ad Hoc) Committees Membership
    and Size of a Committee
    Leading Effective Problem-Solving Meetings
    The Chairperson and Teamwork Conducting Meetings: The Role of the Chairperson
    Chapter 12 The Labor Union and the Supervisor
    Labor Unions Are Still Part of Supervisory Organizational Concems
    The Labor Relations Framework and the Supervisor
    Understanding Employee Efforts to Unionize
    Union Security Arrangements
    Union-Organizing Efforts and the Supervisor
    The Supervisor's Involvement in Union-Management Relationships
    The Supervisor's Limited Role in Labor Agreement Negotiations The Supervisor's
    Major Role in Applying the Labor Agreement,
    The Shop Steward and the Supervisor
    The Shop Steward's Rights and Duties Supervisory Relations with the Shop Steward
    Part 3 Cases
    Case 3-1 The Customer's Son
    Case 3-2 The Interfering Administrarive Assistant
    Case 3-3 Reorganization Woes
    Case 3-4 A Complicated State of Affairs
    Case 3-5 Trick or Treat?
    Case 3-6 Unwanted Help
    Case 3-7 Sanders Supermarkets Store #32: Why Have Another Meeting?
    Case 3-8 Can the Company Avoid Unionization?
    Case 3-9 What Is "Reasonable Time" for the Shop Steward?
    Case 3-10 Different Hours and Rules for Union and Nonunion Employees
    Case 3-11 Mistaken Overtime Work
   PART4
    SIAFFIMG
    Chapter 13 The Supervisor and Employee Recruitment
    Selection, Orientation, and Training
    The Staffing Function and the Human Resources Department
    Balancing Authority Human Resources Staff Advice and Supervisory Decisions
    Preparing to Fill Staffing Needs
    Determining the Need for Employees Developing Job Descriptions and Job
    Specificarions Determining How Many to Hire Assistance in Recruitment and
    Selection Supervisors Interview and Decide
    The Selection Process
    Basic Approaches to Interviewing Preparation for an Employee Selection Interview
    Conducting the Employee Selection Interview Avoiding Pitfalls in Selection Interviewing
    and Evaluation Closing the Interview Post-Interview Evaluation Form The
    Hiring Decision
    Orientation of New Employees
    Using a Checklist Discussing the Organization Being Supportive
    Training and Development
    On-the-Job Training Off-the-Job Training Ongoing Development of Employees
    The Supervisory Role in Employee Development, Supervisory Training and Career
    Development
    Chapter 14 Performance Appraisal and Managing
    the Outcomes of Performance Appraisal
    Employee Perfonnance Appraisal
    The Supervisor's Responsibility for Performance Appraisal Timing of Appraisals
    Advantages of a Formal Appraisal System
    The Perfonnance Appraisal Process
    Completing a Written Appraisal Form The Appraisal Meeting
    Managing the Outcomes of Perfonnance Appraisal: Coaching
    Managing the Outcomes of Perfonnance Appraisal: Promoting Employees
    Promotion from Within Modifying a Promotion-from-Within Policy Criteria for
    Promotion from Within
    Managing the Outcomes of Perfonnance Appraisal: Compensation
    The Supervisor's Role in Compensation Decisions Employee Incentives Employee
    Benefits
    Part 4 Cases
    Case 4-1 An Ethical Selecrion Dilemma
    Case 4-2 Harry Brown's Delicate Choice
    Case 4-3 From Part Time to Full Time?
    Case 4-4 The Stress Interview Approach
    Case 4-5 Sanders Supermarkets Store #21: Orientation of a New Employee
    Case 4-6 Feelings of Dernotion
    Case 4-7 Sanders Supermarkets Store #13: Who Should Be Promoted to Head Stock Clerk?
    Case 4-8 What Do l Say to Him?
    Case 4-9 The New Group Leader k Surprised
    Case 4-l0 AlDS Phobia
    Case 4-11 The Roundabout Raise
    Case 4-1 2 The Altered Suggestiop
    Case 4-l3 What Do l Need to Do to Become a Supervisor?
   PART5
    LEADlNG
    Chapter 15 Supervisory Leadership and the Introduction of Change
    The Leading Function in Supervisory Management
    The Test of Leading Is in the Following
    Issuing Directives and the Unity-of-Command Prindple
    Characteristics of Good Supervisory Directives
    Reasonable Understandable Specitic and with a Definite Time Limit
    Compatible with Organizational Objectives Appropriate Tone and Wording
    Explaimng Reasons for Directives
    Approaches to Supervisory Leadership
    Classifying Supervisory Leadership Styles Autocratic (Authoritarian) Supervision
    Participative Management and General Supervision
    Introducing Change
    Making Change Means Supervisory Involvement Reasons for Resistance to Change
    Reducing Resistance to Change Proposing Change to Higher-Level Managers
    Acceptance or Rejection of Change by Higher-Level Managers
    Chapter 16 Building Effective Work Teams and Maintaining Morale
    Understanding Work Groups and Their Importance
    Why Work Groups Form and Function
    Classifications of Work Groups
    Supervisory Approaches for Managing Work Groups
    nsights from the Hawthorne Studies Influencing Work Groups Toward Positive Goals
    Building Effective Work Teams Through Organized Participative Management Programs
    Teams That Work and Don't Work Self-Directed (Self-Managed) Work Teams: The
    "L'ltimate" in Teamwurk?
    Understanding and Maintaining Employee Morale
    Morale Shouid Be Everyone's Concern Relarionships Among Morale, Teamwork, and
    Produefivitv
    Factors Influencing Morale
    External Facrors Internai Factors and the Superviso 's Influence
    Programs for Assisting Employees with Personal and Work-Related Problems
    Dealing with Workplace Violence
    Assessing Employee Morale
    Observing and Studying Indicators of Morale Employee Attitude Surveys
    Chapter l7 Supervising Diversity
    Managing Diversity Is Realistically a Bottom-Line Conccrn
    Proterted-Group Employees and Supervision of Div ersity
    Classificarions of Protected-Croup Employees The OUCH Test in Supervision of All
    Rmplovces
    Supervising Racial and Ethnic Minority Employees
    Effects-ts of Previous Discriminarion Cult ura! Difterences l.anguage Difficulties
    Fairness in All Supervsory Actions and Decisions
    Supervising Women
    Entry of Women into Many Career Fields Lssu es of Sexual Harassment and Sexual
    Stcreotvping Training and Developmenr Oppor tunities Pregnancy and Family
    Care Equity 'n Compensation
    Supervising Employees with Disabilities
    Who Is a Qualified Disabled lndividual? . Complying with the ADA Attitudes of
    Supervisors and Employces
    Other Proterted Groups and the Supervisor
    Older Emplovees Accommodafion for Different Religious Views Vietnam-Era
    and Other Veteran.
    Proterted-Group Supervisors
    Understanding Reverse Discrimination
    Good Supervision: The Ovemding Consideration
    Chapter 18 Resolving Conflicts in the Workplace
    Disagreements and Conflicts Are a Part of the Workplace
    Resolving Conflicts Successfully Requires Effective Communication Complaints and
    Grievances in Supervision
    Procedures for Resolving Grievances and Complaints
    Grievance Procedures Complaint Procedures Alternative Dispute Resolution
    (ADR) Procedures
    The Supervisor and the Significant First Step in Resolving Complaints and Grievances
    Supervisory Guidelines for Resolving Complaints and Grievances
    Make Time Available Listen Patiently and with an Open Mind Distinguish Facts
    from Opinions Determine the Real Issue Check and Consult Avoid Setting
    Precedents Exercise Self-Control Minimize Delay in Reaching a Decision
    Explain the Decision Clearly and with Sensitivity Keep Records and Documents
    Do Not Fear a Challenge
    Part 5 Cases
    Case 5-1 Who Needs TQM?
    Case 5-2 The "Theory Triple X" Manager
    Case 5-3 A Group Decision Baffles the Supervisor
    Case 5-4 Lunches with the Supervisor
    Case 5-5 Resentment Toward the Black Supervisoi
    Case 5-6 Sexual Harassment in the Accounting Office
    Case 5-7 Overtime Denied to the Older Painter
    Case 5-8 The Depressed Designer
    Case 5-9 Affirmative Action or Reverse Discrimination?
    Case 5-10 The Problem Employee
    Case 5-11 Coping with a Disability and Morale
   PART SIX
    CONTROLLING
    Chapter 19 Fundamentals of Controlling
    The Supervisor's Role in Controlling
    Nature of the Controlling Function Employee Responses to Controls Controlling
    Should Be Forward Looking Controlling and Closeness of Supervision
    Time Factor Control Mechanisms
    Feedforward (Preliminary, Preventive, Anticipatory) Controls Concurrent (In-Process)
    Controls Feedback (After-the-Process) Controls
    Characteristics of Effective Controls
    Understandable Timely Suitable and Economical Indicarional Flexible
    Steps in the Control Process
    Setting Standards Checking Performance Against Standards 563 Taking Corrective
    Action
    Budgetary Control
    Cost Control and the Supervisor
    Opening Up the Books for Employees to See Maintaining Cost Awareness
    Responding to a Cost-Cutting Order
    Other Controls
    Specialized Controls Controlling and the Other Managerial Functions
    Chapter 20 Positive Discipline
    The Basis and Importance of Positive Discipline
    Positive Employee Discipline Requires Supervisory Example
    Identifying and Confronting Disciplinary Situations
    Ethical Codes and Policies Rules of Conduct Confronting Disciplinary Situations
    The Disdplinary Process and Just Cause
    Disciplinary Action Should Have Just Cause Precautionary Questions and Measures
    Practicing Progressive Disdpline
    Early Stages in Progressive Discipline . Advanced Stages in Progressive Discipline
    Applying the Hot Stove Rule
    Advance Warning Immediacy Consistency Impersonality
    Documentation and the Right to Appeal
    Disdpline Without Punishment
    Part 6 Cases
    Case 6-1 Sanders Supermarkets Store #l6: What Happened to Control?
    Case 6-2 Resistance to a Work Sampling Program
    Case 6-3 Who's Telling the Truth about Quality Control?
    Case 6-4 The Unsafe Pole
    Case 6-5 The Speedy Stock Clerk
    Case 6-6 Preferential Treatment
    Case 6-7 Long Lunch Periods and the Senior Employee
    Case 6-8 Under the Influence?
    Case 6-9 Locker Room Theft
    Case 6-10 Discharge for Striking a Student
    Case 6-11 Discharge for Delivery of a Controlled Substance
    Appendix: Partial Listing of Federal Employment
    Legislation Ihat Impacts Supervisors
    Glossary
    Endnotes
    Index
    Photo Credits