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supervision concepts skill
Supervision Concepts And Practices Of Management 13th Edition Edwin C. Leonard, Kelly A. Trusty - Solutions
Working as a group, address the following:a. Identify reasons for resistance to any change(s) you might propose.b. Develop your renovation blueprint.c. Outline a strategy for presenting your recommended changes to whoever has final decision authority. This may be your instructor, a dean, the
After your group has developed a strategy for change, your instructor will have you formally present it to the class. Your instructor will designate persons to play the following specific roles: instructor, dean of the college, chief financial officer, physical plant manager, and others as
Debriefing session: After all groups have presented their strategy for change, answer the following questions:a. To what extent did you personally own the recommendation that your group made?b. To what extent were you personally committed to seeing the recommendation “bear fruit”?c. Was your
Each group could be assigned a collaborative writing project (maximum of two pages): “This is what we would do differently if we had to do it over again. P-698
Identify the difficulties supervisors face in fulfilling managerial roles. P-369
Explain why effective supervisors should have a variety of skills. P-369
Define management and discuss how the management functions are interrelated. P-369
Discuss the important characteristics of the supervisor as a team leader. P-369
Explain the difference between management and leadership. P-369
Discuss the concept of authority and power as it relates to being a good supervisor. P-369
Explain the need for coordination and cooperation and how they lead to good performance. P-369
Identify how labor unions affect the management functions. P-369
Given the complexity of jobs and information, it is nearly impossible for managers to make all the decisions. In many cases, the person closest to the job is the one who should decide. P-369
The focus on quality and customer satisfaction has increased attention on the importance of each employee’s work. P-369
The shift from a homogeneous workforce to a diverse one requires managers to work effectively with multiple employee perspectives. P-369
There is a growing realization that an autocratic, coercive management style does not necessarily result in productive, loyal employees. The fact that people support what they help create is behind the team approach. P-369
People are demanding strong voices in their work lives, as well as meaningful work, respect, and dignity. P-369
The manager does things right; the leader does the right thing. P-369
The manager relies on control; the leader inspires trust. P-369
The manager focuses on systems and structures; the leader focuses on people. P-369
The manager administers; the leader innovates. P-369
The manager asks how and when; the leader asks what and why. P-369
The manager accepts the status quo; the leader challenges it. P-369
Reward power: Supervisors have reward power if they can grant rewards. P-369
Coercive power: Supervisors who threaten punishment and discipline use coercive power. P-369
Legitimate power: Some supervisors gain compliance by relying on their position or rank (e.g., “I’m the boss—do it my way”). P-369
Expert power: Knowledge or valuable information gives a person expert power over those who need that information. P-369
Referent or charismatic power: People are often influenced by another person because of some tangible or intangible aspect of another’s personality. P-369
Supervisors are the “people in the middle.” Employees see their supervisors as being management, but supervisors are subordinates to their own managers at higher levels. To supervisors of other departments, supervisors are colleagues who must cooperate with each other. Supervisors must have
Effective supervisors must have technical, human relations, administrative, conceptual, and political skills. It is most critical that supervisors use their emotions intelligently. Supervisors must understand the technical aspects of the work being performed. When attempting to manage job
Although there are numerous definitions of management, we define it as the process of getting things accomplished through people by guiding and motivating those people’s efforts toward common objectives. Supervisors should look at themselves as enablers, that is, by clarifying expectations for
Some companies have redefined the role of the supervisor as team leader. While team leaders must possess certain skills as identified earlier in the chapter, it is important to remember that teams are usually formed for such purposes as improving customer service, productivity, or quality. As such,
Leadership and management go hand in hand. As one of the management functions identified in this text, leadership is concerned with establishing a vision, aligning people behind that vision, and empowering those people to accomplish the intended results (doing the right thing) while management is
A supervisor must have authority to perform well as a manager. Authority is the legitimate or rightful power to lead others. Authority is delegated from top-level managers through middle-level managers to supervisors who, in turn, delegate to their employees. All supervisors must be delegated
Coordination is the orderly synchronization of efforts of the members and resources of an organization toward attaining stated objectives. Cooperation—as distinguished from coordination—is the willingness of individuals to work with and help each other. While cooperation is helpful, it alone
Unions are coming under attack from all sides.Union membership has declined substantially in the private sector. In several states, public-sector unions are facing politicians’ attempts to reduce their collective bargaining rights.Supervisors need to know how to apply the managerial functions
Identify the major managerial skills every supervisor needs.Why are these skills important? P-369
It is often said that planning is the most important managerial function. Do you agree? Why or why not? P-369
Stephen Covey observed that “Effective leadership is putting first things first. Effective management is discipline, carrying it out.”22 Do you agree? Why or why not? What distinction have you observed between management and leadership? Why is the distinction important for one who desires to be
We suggest that supervisors should view themselves as enablers. The logical extension of this notion would be that the supervisor clarifies the objectives that must be obtained, provide the training and tools needed to complete the tasks, and get out of the way. Should “management by getting out
What are the obstacles that the supervisor may encounter when trying to gain cooperation by coordinating the department’s various activities? What could a mentor(s) or coach do to help a supervisor understand how cooperation, coordination, and communication have to work together to attain a
What might be some reasons that cause some employees to feel the need to join a labor union? P-369
Supervisors, managers, and employees often have different viewpoints concerning what a labor union can do for its members. From the employee standpoint, what would be some of the benefits of union membership? P-369
Based on Dee’s style of management, how would having her employees represented by a labor union change her management style? P-369
Based upon the concerns identified by Tom, how might Dee use her management skills to address those concerns? P-369
What is the union’s role in addressing the concerns expressed by Tom? P-369
FOOD FOR THOUGHT QUESTION 1: Without a labor union, what chance will employees have to see their complaints handled fairly? P-369
FOOD FOR THOUGHT QUESTION 2: Some organizations conduct training programs entitled “How to Avoid a Union.”What might the hospital administration do to develop a program of this nature? What topics should be included? P-369
Conduct an Internet search to learn more about one of the women that made the Fortune list. Based on your research, write a one-page paper detailing what you learned about her, her leadership, and the success of the organization. In your concluding paragraph, briefly describe the strategies and
In your opinion, will the culture developed by your chosen leader allow the organization to continue to thrive after she steps aside? Why or why not? P-369
What do you envision will be the major tasks that need to be coordinated for this project? P-369
Which software tools did you review (include links to the company websites)? P-369
What applications and features (e.g. file storage, task creation, communication, timers, calendars, file sharing, video sharing, customization of the platform, templates) do you feel will be most beneficial to managing the project? P-369
Which software tools offer the features that best match your project management needs? P-369
Beyond software features, what other things would you need to consider in order to choose a particular package(e.g. cost, user-friendliness)? P-369
If you were going to purchase one of the products today, which would you choose and why? P-369
Of the products you did not choose, which would you absolutely not purchase and why? P-369
Once the team completes the project, how will they be rewarded for their hard work? P-369
Using nine toothpicks, arrange them into three triangles as shown. P-369
Your challenge is to try to make five triangles by moving only three toothpicks. P-369
Your instructor has been provided with the correct response on the instructor support Web site. P-369
Interview the most successful supervisors or managers you have ever known. P-369
Ask them what they liked most about their jobs. P-369
Ask them to identify what they believe to be the secret to successful supervision. P-369
Connect with at least two other students and compare your findings. Make a composite list of (1) what the successful supervisors liked most about their jobs; and (2) their secrets to successful supervision. P-369
Then your mission is to collaboratively develop a one-page paper that summarizes your group’s findings. P-369
In 40 words or less, describe why you could have done a better job of writing the paper yourself. P-369
Why is it sometimes easier to do the assignment yourself? P-369
In what ways was the management style ruthless? In what ways was it effective? P-369
To what extent did the manager(s) correctly use the various managerial functions (plan, organize, staff, lead, control)? P-369
What, if anything, did various managers do to guide and motivate the efforts of the subordinates toward common objectives? P-369
Assume you are in a subordinate position, just below one of the primary managers in the movie. How did you feel about the way you were supervised? What would you have done about it? Why? P-369
What did you learn about how to manage? About how not to manage? P-369
Define planning and explain why all management functions depend on planning. G=9687
Explain how visioning and mission statements provide the foundation for strategic planning. G=9687
Discuss the need for well-defined organizational goals and objectives, particularly as they relate to the supervisor. G=9687
Describe the supervisor’s role in synchronizing his or her plans with organizational plans. G=9687
Summarize management by objectives (MBO). G=9687
Identify the major types of standing and single-use plans and explain how these plans help supervisory decision making. G=9687
Describe how the supervisor plans for efficient and effective resource use. G=9687
Cite the key advantages of planning for quality. G=9687
Recognize the importance of planning for the unthinkable (crisis management). G=9687
We will, by August 31, 2015, become the low-cost provider of lumber products. G=9687
We will reduce the number of customer complaints (as measured by merchandise returns) by 10 percent this year. G=9687
We will reduce accounts receivable by 50 percent in the next six months. G=9687
We will develop plans for revitalizing one-fourth of our stores during the next two years. G=9687
We will institute a profit-sharing plan for our employees by the end of the year. G=9687
A program of Customer Retention Management (CRM) will be instituted in the next six months. G=9687
Our long-term same-store sales growth is expected to increase by 7 percent per year for each of the next three years, while cost of goods sold are reduced to below the industry average. G=9687
Where do I see myself three months from now? A year from now? Three years from now? G=9687
What will I be doing? G=9687
Where will I be doing it? G=9687
Who will I be doing it with? G=9687
What do I want to be doing when I am 70 years old? G=9687
How will I measure my success? G=9687
Is each operation needed? G=9687
What is the reason for each operation? G=9687
Can one operation be combined with another? G=9687
Are the steps performed in the best sequence? G=9687
Are there any avoidable delays? G=9687
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