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Umiker S Management Skills For The New Health Care Supervisor 7th Edition Charles R. McConnell - Solutions
What does the person’s most recent formal performance evaluation reveal?
What does a review of the employee’s record reveal in the way of written reprimands or customer complaints?
Does this situation represent a relapse? If so, what was decided at previous meetings?
What have you documented?
What have you or others observed concerning the situation?
Identify the common barriers to effective counseling.
Establish the necessity for systematic follow-up to every counseling session.
Provide the supervisor with detailed guidelines for the conduct of an employee-counseling interview.
Define the purpose of employee counseling, and identify the principal circumstances under which counseling should be used.
Identify the pitfalls occasionally encountered by the supervisor as coach.
Address the supervisor’s follow-up in the aftermath of coaching with particular emphasis on dispensing praise and delivering constructive criticism and, in general, providing constructive feedback to employees.
Describe the role of the supervisor in enhancing employee self-sufficiency through effective coaching.
Expand on the concept of “management by wandering around” as introduced in the chapter entitled “Leaders and Managers.”
Enumerate the principal reasons behind poor employee performance, and describe the role that coaching plays in improving performance.
Explore the important role of the supervisor as coach, and examine the characteristics of an effective coach.
Decide what, if anything, Susan can do to try to correct the attitude revealed by George in his comments to the other employee.
Identify and describe any actions Susan might have taken incorrectly in delegating the statistical report to George.
Why do we claim that leading by example is extremely important?What are some of the problems that can arise when we fail to do so?
Why do you believe teams and team building have enjoyed such increasing popularity in recent years?
As a supervisor, what do you believe you would have to do to become comfortable with managing by exception?
Why is failure to delegate thoroughly and properly of particular importance to a group’s leader? Provide several possible reasons.
The quotation from Lao-tzu cited earlier states that “When the best leader’s work is done, the people say, ‘We did it ourselves!’” Do you agree with this? Why or why not?
Under what kind of leadership would an organization be least likely to change? Why do you believe this is so?
A portion of this chapter addressed perceived differences between the terms “manager” and “leader.” What, if any, do you believe are the differences between “manager” and “boss”?
How does a successful, well-functioning, self-directed leaderless team get to be that way? Does it ever need a leader once it achieves that state?
How is it that true leaders can often influence people over whom they have no formal authority?
Explain what is meant by the following statement: “Leadership cannot be taught, but it can be learned.”
Identify a number of the more common mistakes made by supervisors in attempting to fulfill their leadership responsibilities.
Examine in detail the characteristics of effective leaders applicable at all levels of organizational activity and in all organizational settings.
Discuss some of the primary activities of leadership at the department level that are pursued in the process of getting things done through people.
Identify several special leadership approaches that some leaders have incorporated into their approaches to managing people.
Identify the principal characteristics defining the various styles of leadership.
Describe the perceived differences between the popular conceptions of“leading” and “managing.”
Explore the relationship between leadership and the culture of the organization in terms of how one has an influence in shaping the other.
Why has it become a practice following certain instances of violence to make counselors available even to people who were not directly involved in the violence?
In many organizations carrying weapons or fighting are infractions that result in immediate termination. Why do you believe this is so, and do you agree or disagree with the practice?
Why do you believe a significant proportion of potential perpetrators of workplace violence have in common low self-esteem?
Why might you encounter prohibitions against the use of preemployment psychological testing?
How much do you believe you may legally ask a job candidate about arrests and convictions?
What can we see in the rules and regulations addressing workplace violence in healthcare organizations that reflects a perceived trend toward increased violence?
What do most of the potential causes of violent behavior have in common? Explain fully.
What sort of answers or comments might you hear in an employment interview that might suggest the tendency of an applicant toward violence?
Why is it important to hold crisis-aftermath sessions? What do we want to accomplish with such sessions?
Do you believe that an employer served with a charge of negligent hiring might have recourse against the offending employee’s former employer? Why might this be so?
What kinds of behavior did your boss or fellow workers exhibit that you disliked?
What was the most difficult situation you faced at work? What feelings did you have, and how did you react to them?
When was the last time you became angry at work? What caused it, and how did you react?
What kinds of people do you find difficult to get along with? How do you manage to get along with these people?
Provide law enforcement officials with a telephone system for their use in receiving reports of bomb threats and other crises.
Identify potentially violent or suicidal patients; flagging their charts is encouraged.
Provide easy-to-read identification badges and enforce their use.
Improve lighting in parking areas and provide security escorts for departing employees. Security can also be provided for threatened individuals, especially for victims of domestic violence.
Install bulletproof glass, metal detectors, alarm systems, surveillance cameras, and escape doors in high-risk areas, such as the emergency department and cashiers’ stations.
Provide guidance concerning the handling of certain violent or potentially violent incidents, such as breaking up fights and reacting to bomb threats.
Describe a number of actions the individual supervisor can take to reduce workplace violence.
Outline the essential steps involved in instituting a violence-control program.
Review the laws and standards pertinent to violence in the workplace, and enumerate the responsibilities of management concerning the maintenance of a safe workplace.
Review the effects of workplace violence on victims.
Convey an understanding of the apparent principal causes of violence in the healthcare workplace.
What might you do concerning the charges that someone is “carrying tales to administration”?
Because you have two groups (with overlapping membership) to be concerned with, where would you initially concentrate your efforts?
Can you suggest what might lie in the immediate past that could have rendered these employees unwilling to speak up?
What can you do to get either or both groups to open up in a group setting about what is bothering them?
What do you believe is meant by the claim that team power is based on credibility? How do a team and its leader go about acquiring this power?
What are two significant disadvantages of team action? How can these disadvantages be overcome?
How would you suggest that a generally well-functioning team handle a single nonproductive member?
If you have just inherited a team and must take over today as its leader, how would you go about quickly getting an understanding of the style of the previous leader?
What is the “situational leadership” mentioned in the discussion of leadership style? Explain.
What do you believe is the primary hazard or significant drawback of a permanent team?
Many times we have heard that “A camel is a horse designed by a committee.” Why have so many committees and teams inspired such cynical descriptions?
Fully explain why some conflict is essential to effective team problem solving.
Why is shared authority important to proper team functioning?
What do you believe should be done concerning a team member who monopolizes every meeting? What if the person who monopolizes is the team leader?
Should we learn how others are doing what we are doing?
What barriers do we face, and how can they be eliminated?
How can we provide superior customer service faster or at less cost?
What new objectives and strategies do we need?
What are our strengths, and what needs to be improved?
What past successes have we had in meeting the wants and needs of our customers?
What additional information do we need?
What do our customers want or need?
Briefly consider various means of evaluating and rewarding team performance, recognizing that most evaluation and reward systems focus on individuals, not groups.
Suggest how the manager who inherits a team formed under a previous leader can constructively approach the new assignment.
Enumerate and discuss the responsibilities of team leadership and explore the implications of leadership style for effective team functioning.
Describe the interactive forces involved in the formation, assembly, growth, and functioning of most teams, including team rituals and the relative strength of group norms and their role in a team’s success or failure.
Examine the more common reasons for team failure.
Establish the characteristics of an effective team.
Enumerate both the benefits and the disadvantages of the use of specialpurpose teams and examine their potential legal pitfalls.
Define the kinds of teams to be found within the organization: those established for specific purposes, departmental teams, and the greater“team” unified by a common goal or directive.
The chapter suggests how autocratic, consultative, and participative managers make decisions. How are bureaucratic managers likely to make decisions?
No matter how simple a decision situation seems to be, why can it be said that there are always at least two alternative choices available?
Isn’t it the responsibility of the boss to make decisions and solve problems? Why push these activities down to employee level?
What is the primary drawback likely to be encountered in making a decision when the problem is not your problem?
In creative idea-generating situations, why should wild or foolish or even downright stupid-sounding ideas not be rejected as soon as they arise?
In diagnosing a problem, it is always necessary to be on guard against mistakenly labeling a problem symptom as the problem itself. What is most likely to happen if what is addressed is a problem symptom and not the causal problem?
Why might we say that ignoring or even forgetting a problem can itself be considered a decision?
What is the true difference between consultative leadership and participative leadership in decision making?
Briefly explore the role and potential usefulness of group problem-solving activities.
Explore the intuitive process and its key role in problem solving.
Introduce a number of tools useful in problem-solving activities.
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