Supervision Managing For Results 10th Edition John Newstrom - Solutions

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10. Describe a typical grievance procedure. What role does a supervisor play in the process?
9. Contrast a union steward’s responsibility with that of an employee’s supervisor.
8. How do the closed shop and the union shop differ? Which is more closely associated with right-to-work laws?
7. Compare the objectives of the Wagner Act with those of the Taft-Hartley Act.
6. Suggest two good reasons why a supervisor should know about the basic principles of labor-management relations.
5. Why should a supervisor want to investigate an accident?
4. What can a supervisor do to instill safety consciousness in employees?
3. Distinguish between an accident incident(or frequency) rate and an accident severity rate.
2. Vivian, the housekeeping supervisor in a state mental institution, devotes time each day to safety training for her employees. This activity fits into which phase of the three Es of accident prevention? What are the other two phases?
1. Many accidents are caused by the everpresent human factor. Name at least six other possible causes of accidents.
10. T or F Historically, about 75 percent of all grievances advance to the level of an impartial arbitrator before they are resolved.
9. T or F A formal grievance procedure is usually advantageous for both labor and management.
8. T or F Unions commonly—and legally—coerce employees into joining a union.
7. T or F Not all employees have freedom of choice about whether they will join a union.
6. T or F The three Es of accident prevention focus on engineering, education, and elimination.
5. T or F Supervisors represent the first line of defense in preventing accidents.
4. T or F The accident incident rate focuses on the frequency of accident cases, whereas the severity rate focuses on the number of hours lost as a result of accidents.
3. T or F OSHA requires organizations to record any injury to or illness of its employees.
2. T or F Accident-prone employees have usually just been in the wrong place at the wrong time.
1. T or F Basically, a hazard and an accident are the same thing.
15.5 Explain the collective-bargaining process and the supervisor’s role in implementing a labor agreement and handling grievances.
15.4 Discuss a supervisor’s responsibilities in labor-management relations, as affected by significant provisions of the main labor-management relations laws.
15.3 Evaluate several common approaches to accident prevention , explore the role of wellness programs, identify the negative consequences of employee obesity, and specify the warning signs for workplace violence.
15.2 Explain various facets of the Occupational Safety and Health Act, compute occupational accident incident and severity rates, and understand the procedures for investigating and analyzing an accident.
15.1 Discuss the extensive list of factors in addition to human error that contribute to occupational injuries and illnesses.
10. If, as a supervisor, you suspected an employee of drug dealing, would it be all right to inspect that employee’s locker? Why?
9. Why might an employee who works at a computer keyboard object to the number of her keystrokes being counted electronically as a measure of her performance? Do you believe that her employer has a right to make these measurements?
8. If 19-year-old Pete is dissatisfied with his job and blames his unrest on the meaninglessness of his work, what is the possibility of this charge being justified? What might Pete’s supervisor do about this situation?
7. The men in Jane’s work group repeatedly—but jokingly and admiringly—address her as“Pam,” an obvious reference to her physical resemblance to the well-known model Pamela Anderson. Jane doesn’t particularly like this and complains to her supervisor.What should the supervisor do?
6. Which approach do you think would motivate the company’s “hard-core” van driver more: offering the driver membership in the company’s recreational club or allowing the driver to take the keys of the van home at night? Why?
5. Distinguish between the content validity and construct validity of employment tests.
4. Lupe’s mother has just been involved in a serious car accident. Lupe has asked her supervisor for an extended period of time away from the job to care for her mother.How should the supervisor respond? If a leave is approved, can Lupe be transferred to a different, lower-paying job when she
3. In seeking to ensure conformance to EEO laws, what evidence of discrimination does the EEOC look for? In which areas of management is this most likely to occur?
2. What is meant by affirmative action, and how does it tie in with EEO legislation?
1. What changes are occurring in our workforce today and are likely to continue into the future?
10. T or F A supervisor’s primary responsibility is to ensure a safe, fair, and productive workplace.
9. T or F Supervisors need to be sensitive to, and protect, employee rights to privacy.
8. T or F From a purely legal standpoint, any worker over 40 years of age is protected by the Age Discrimination in Employment Act.
7. T or F There are few meaningful differences between younger (Gen Y) and older (Boomer)workers today.
6. T or F Supervisors have the responsibility for preventing, as well as investigating and resolving, sexual harassment at work.
5. T or F Comparable worth suggests that women must be paid the same as men, regardless of differences in their job responsibilities.
4. T or F To demonstrate that they are nondiscriminatory, tests should have both content and construct validity.
3. T or F Reverse discrimination occurs, for example, when a minority supervisor discriminates against a minority employee.
2. T or F The idea of a diverse workforce focuses exclusively on having proportionate representation of gender and racial minorities.
1. T or F From a diversity perspective, the workforce has stayed about the same for the last half-century.
14.5 Explain the legal and social aspects of an employee’s right to privacy and the impact this has on a supervisor’s right to manage.
14.4 Discuss the unique values and characteristics of each generation of workers.
14.3 Discuss the importance of women in the workplace and their difficulties in advancing from their traditional roles, including related subjects such as job evaluation, comparable worth, and sexual harassment.
14.2 Identify and interpret the major equal employment opportunity legislation, explain the intent of affirmative action plans, and describe the role of the Equal Employment Opportunity Commission.
14.1 Discuss the nature and workplace implications of a culturally diverse society.
10. Can cooperation be forced on others? Why or why not?
9. John and Mary are quarreling over who should have the use of a lift truck first while loading cartons into a truck for shipment.What steps would you take to settle this dispute?
8. Distinguish between competition and conflict in an organization.
7. Examine the new skills and values for a supervisor under conditions of self-managing teams and team building. How do they compare?
6. What accounts for the current interest in OD?
5. What areas of supervision are not usually appropriate for participatory management?Is it possible that more of those areas could be candidates for involvement?
4. What are the primary benefits of allowing employees to be involved in decision making?
3. Why would an experienced supervisor encourage group participation in solving a work problem?
2. Give an example of how a group’s norms may differ from the standards of performance set by the company.
1. Describe a situation in which you might be a part of both a formal group and an informal group at the same time.
10. T or F Many supervisors are virtually starved for constructive feedback on their performance.
9. T or F Gaining cooperation from others is usually a function of satisfying their desires.
8. T or F Competition always leads to disruptive conflict.
7. T or F Some conflict in teams is inevitable.
6. T or F A team usually cannot be effective unless a strong element of trust is present among the members.
5. T or F It is generally difficult to detect the differences between a team and a group of workers.
4. T or F The key to running a successful meeting is to let the group members know what solution you want them to select.
3. T or F Group participation generally produces both higher quality decisions and higher commitment among employees to their success.
2. T or F Cohesive groups with organizationally supportive norms are usually more productive.
1. T or F Informal groups are inevitable, usually weak, and often have informal leaders.
13.5 Discuss ways in which cooperation can be obtained from associates, staff people, individuals, and groups.
13.4 Identify the most common sources of conflict in an organization and describe some effective ways to resolve conflict.
13.3 Identify the clues to good and bad teams, and explain how teams develop over time.
13.2 Discuss the use of participatory management with groups of employees, and know how to conduct a group meeting.
13.1 Explain the formation, roles, and influence of formal and informal groups in an organization.
10. What are at least two possible causes of poor employee performance other than carelessness or lack of effort?
9. What is meant by the fact that a performance appraisal is a legally protected activity? Who protects it?
8. Would it be better for a supervisor to go easy on employees during their appraisal interviews rather than risk hurting their feelings in such a way that they can’t save face? Why?
7. Why isn’t it a good idea to wait until a formal appraisal session to correct the poor performance of an employee?
6. Should performance ratings be treated confidentially, or is it all right for a supervisor to discuss one employee’s rating with another? Why?
5. How can employees be encouraged to seek feedback from their supervisor?
4. Erma complains that her supervisor keeps bringing up a mistake she made months ago, something that rarely occurs anymore.What is the distortion that her supervisor is imposing on the performance appraisal?How might the supervisor lessen the tendency to make such distortions?
3. Explain the difference between an objective rating factor and a subjective one.
2. Distinguish between a job evaluation and a performance rating.
1. What do employees expect to gain from a performance appraisal?
10. T or F It is acceptable—even desirable—to discuss an employee’s performance appraisal with other co-workers so they will have full information available to them.
9. T or F It is generally advisable to create and keep a written record of the highlights of a performance appraisal discussion.
8. T or F If employee performance is truly substandard, there is little to be gained by being honest with the individual.
7. T or F To avoid inflating employee egos while keeping them motivated, it is best to lower the rating of your top performers a little bit.
6. T or F Providing negative information to employees during an appraisal often creates the need for them to save face.
5. T or F The last step in a performance appraisal is to set targets for the next rating period.
4. T or F The halo effect occurs when you allow your overall appraisal of the individual to affect your assessment of individual factors.
3. T or F Graphic rating scales often provide not only a choice of levels of assessment but a weighting showing the relative importance of each factor.
2. T or F Employees should be appraised—formally or informally—about twice a year.
1. T or F The primary purpose of employee appraisals is to provide a basis for awarding merit increases.
12.5 Explain the legal implications of a performance appraisal, recognize its limited relationship to financial rewards, and identify ethical issues in the process.
12.4 Discuss ways of handling sensitive problems that may arise during or after the appraisal interview, and point out how to focus on employee development.
12.3 List the main steps in an appraisal interview and discuss techniques for encouraging employees to seek and accept your constructive feedback.
12.2 Describe the kinds of factors that are evaluated and some of the formats used, suggest ways of reducing bias, and recognize the influence of the halo effect.
12.1 Explain the main purposes and benefits of an employee performance appraisal, and identify a number of factors that may cause poor employee performance.

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Supervision Managing For Results 10th Edition John Newstrom - Solutions

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