Supervisory management

Title:

Personal Author:

Greer, Charles R.

Edition:

11th ed.

Publication Information:

Upper Saddle River, NJ : Pearson, 2007

ISBN:

9780132294126

Subject Term:

Supervision of employees

Added Author:

Greer, Charles R. Supervision

Plunkett, W. Richard (Warren Richard)

Available:*

Library	Item Barcode	Call Number	Material Type	Item Category 1	Status
Searching... PSZ JB	30000010122145	HF5549 G734 2007	Open Access Book	Book	Searching... Unknown

A contemporary survival guide for future managers, this #1 "how-to" book on supervision explores the basic principles of management--planning, organizing, staffing, leading, and controlling people and operations--with a strong emphasis on their application to real on-the-job situations.Avoiding confusing jargon, it talks to learners one supervisor to another--discussing the specific tools of supervision in detail (explaining which tool is right for each task), and focusing on the development of strong interpersonal skills and on supervising a diverse workforce and teams. It comes completely updated with new examples and fresh insight into a variety of dynamic issues affecting management today. Examples are taken from well-known U.S. and international companies such as General Electric, Honda America, Harley-Davidson, Motorola, GM, Bell South, and Merrill Lynch.For anyone contemplating a career in management.

Author Notes

CHARLES R. GREER is Professor of Management in the Neeley School of Business at Texas Christian University. He teaches courses in organizational behavior, general management, and negotiations. Previously he served on the faculty at Oklahoma State University. He has also taught in the Executive MBA program at Tulane University. He has served in several management capacities such as associate dean, department chair, and department head.

Professor Greer is also the author of Strategy and Human Resources: A General Managerial Approach, 2nd ed. (Prentice Hall) was co-editor of the Blackwell Encyclopedic Dictionary of Human Resource Management . He has published over 40 articles in journals such as the Academy of Management Journal , Academy of Management Review , Academy of management Executive , Organization Science , Organizational Dynamics, Journal of Management , Sloan Management Review , California Management Review, and Human Resource Management. He is a past president and fellow of the Southern Management Association.

Professor Greer is an active labor arbitrator and has heard many cases in a wide variety of industries throughout the Southwest as well as in the Panama Canal Zone. Professor Greer received his Ph.D. from the University of Kansas.

Preface	p. xvii
Chapter 1 The Supervisor's Special Role	p. 2
Objectives	p. 2
Three Types of Management Skills	p. 5
Interpersonal Skills	p. 5
Technical Skills	p. 6
Conceptual Skills	p. 7
The Supervisor's Responsibilities	p. 8
Relations with Employees	p. 8
Relations with Peers	p. 9
Relations with Superiors	p. 10
Being Effective and Efficient	p. 11
Supervisory Roles	p. 11
Role Prescriptions	p. 11
Role Conflict	p. 13
Role Ambiguity	p. 13
Role Performance	p. 14
Responsibilities for Ethics	p. 15
Workforce Trends Affecting Supervisors	p. 18
Emergence of New Generations of Workers	p. 20
Greater Diversity in the Workforce	p. 21
Increasing Levels of Education	p. 22
Different Workforce Involvement	p. 23
Different Work Arrangements	p. 23
Other Trends Affecting Supervisors	p. 25
Utilization of Teams	p. 25
Offshoring and Outsourcing	p. 26
Information and Technology	p. 27
Quality and Productivity Improvement	p. 29
Foreign Ownership of American Businesses	p. 31
Sources of Supervisory Personnel	p. 31
Instant Replay	p. 33
Questions for Class Discussion	p. 34
Assess This Situation	p. 34
Skill Building Exercise 1.1	p. 35
Skill Building Writing Exercise 1.2	p. 35
Case Problem 1.1 Southwest Microwave Communications, Inc.	p. 36
Case Problem 1.2 Walnut Grove Inn	p. 38
References	p. 39
Chapter 2 Management Concepts	p. 46
Objectives	p. 46
Defining Management	p. 48
Stated Purposes and Goals	p. 48
A Division of Labor Among Specialists	p. 50
A Rational Organization or Design	p. 51
A Hierarchy of Authority and Accountability	p. 51
Workforce Flexibility	p. 53
Delegation	p. 54
Why You Must Delegate	p. 55
How to Delegate	p. 56
What You Do Not Want to Delegate	p. 57
The Management Hierarchy	p. 57
The Top Management Level	p. 58
The Middle Management Level	p. 59
The Operating Management Level	p. 59
Line and Staff Authority	p. 62
Functional Authority	p. 64
The Manager's Functions	p. 64
Decision-Making	p. 68
A Rational Model	p. 68
Common Elements in Decision-Making	p. 70
Intuition in Decision-Making	p. 71
Errors in Decision-Making	p. 72
Sharing the Decision Process	p. 73
Decisions About Valuing Diversity	p. 74
Managing Your Time	p. 76
Keeping a Time Log	p. 76
Categorizing Work	p. 77
Eliminating Interuptions	p. 77
Using Daily Planners	p. 77
Using Spare Time	p. 77
Instant Replay	p. 78
Questions for Class Discussion	p. 78
Assess This Situation	p. 79
Skill Building Exercise 2.1	p. 80
Skill Building Writing Exercise 2.2	p. 80
Case Problem 2.1 Welcome to KVM	p. 81
Case Problem 2.2 It's Not Easy Riding on the MTA	p. 82
References	p. 84
Chapter 3 Management Functions	p. 88
Objectives	p. 88
Planning	p. 90
Philosophy of Management	p. 90
Mission and Vision Statements	p. 92
Goals	p. 92
Policies	p. 93
Rules	p. 93
Programs	p. 95
Procedures	p. 95
Outcomes	p. 96
Steps in Planning	p. 96
Step 1 Setting Objectives (Goals)	p. 97
Step 2 Determining Your Alternatives and Restraints	p. 98
Step 3 Evaluating Your Alternatives	p. 98
Step 4 Implementing Your Course of Action	p. 98
Step 5 Following Up	p. 100
Organizing	p. 100
Types of Organization	p. 100
Organizing Principles	p. 103
Steps in Organizing	p. 108
Directing	p. 110
Staffing	p. 110
Training	p. 111
Offering Incentives	p. 111
Evaluating	p. 111
Disciplining	p. 112
Management by Wandering Around (MBWA)	p. 113
Controlling	p. 114
Standards	p. 114
The Control Process	p. 114
Types of Controls	p. 116
Control Characteristics	p. 116
Management by Exception	p. 119
Management by Objectives	p. 119
Coordinating	p. 120
Kinds of Coordination	p. 120
Coordination Techniques	p. 120
Instant Replay	p. 121
Questions for Class Discussion	p. 122
Assess This Situation	p. 122
Skill Building Exercise 3.1	p. 123
Skill Building Writing Exercise 3.2	p. 124
Case Problem 3.1 Balancing Work and Family Obligations	p. 124
Case Problem 3.2 Channel 66 Community Cable Television	p. 126
References	p. 127
Chapter 4 Communication	p. 130
Objectives	p. 130
Goals of Communication	p. 132
Planning Communication	p. 132
The Communication Process	p. 133
The Transmitter	p. 133
The Message	p. 133
The Medium	p. 134
The Receivers	p. 137
The Feedback	p. 139
Downward, Upward, Diagonal, and Horizontal Communication	p. 139
Communication Barriers	p. 141
Uncommon Symbols	p. 141
Improper Timing	p. 142
Environmental Disturbances	p. 142
Improper Attitudes	p. 143
Background Differences	p. 143
Sender-Receiver Relationships	p. 144
Non-questioning Associates	p. 145
Management and Information	p. 146
Management Information Systems	p. 147
The Supervisor and the MIS	p. 148
Computers and Communication	p. 149
Spoken Communication	p. 151
Basic Ingredients	p. 151
The Informational Meeting	p. 153
Listening	p. 153
Barriers to Effective Listening	p. 154
Active Listening	p. 155
Dialog	p. 156
Listening Effectiveness	p. 156
Small Group Communication	p. 157
The Grapevine	p. 159
Written Communication	p. 160
Room for Improvement	p. 163
Instant Replay	p. 163
Questions for Class Discussion	p. 164
Assess This Situation	p. 164
Skill Building Exercise 4.1	p. 164
Skill Building Writing Exercise 4.2	p. 165
Case Problem 4.1 Is Anyone Listening?	p. 166
Case Problem 4.2 Baker-Allison	p. 167
References	p. 169
Chapter 5 Building Relationships and Managing Conflict	p. 174
Objectives	p. 174
Goals of Human Relations	p. 176
Treating People with Respect	p. 177
Communicating Supportively	p. 178
Developing Sound Relationships with Employees	p. 178
Your Role as Educator	p. 178
Your Role as Counselor	p. 180
Your Role as Judge	p. 182
Your Role as Spokesperson	p. 184
Maintaining Your Relationships with Employees	p. 185
Developing Sound Human Relationships with Peers	p. 188
Your Role as Educator	p. 188
Your Role as Counselor	p. 189
Your Role as Judge	p. 190
Your Role as Spokesperson	p. 191
Competition with Your Peers	p. 192
Getting Along with Staff Specialists	p. 192
Getting Along with Your Boss	p. 193
Your Boss's Expectations	p. 195
Winning Your Boss's Confidence	p. 195
Finding a Better Way	p. 195
Keeping Your Promises	p. 196
Speaking Positively or Not at All	p. 196
Taking a Position	p. 196
Involving Your Boss in Major Decisions	p. 197
Obtaining Some of Your Boss's Authority	p. 197
Your Expectations of Your Boss	p. 199
Recovering from a Mistake with Your Boss	p. 199
Managing Conflict	p. 200
Antecedents of Conflict	p. 201
Constructive Conflict	p. 201
Destructive Conflict	p. 202
Approaches for Dealing with Conflict	p. 202
Instant Replay	p. 203
Questions for Class Discussion	p. 205
Assess This Situation	p. 205
Skill Building Exercise 5.1	p. 206
Skill Building Writing Exercise 5.2	p. 206
Case Problem 5.1 Short in Stature	p. 207
Case Problem 5.2 Feedback from the Boss	p. 208
References	p. 210
Chapter 6 Motivation	p. 214
Objectives	p. 214
Motivation Defined	p. 216
Human Needs	p. 217
The Hawthorne Studies	p. 217
The First Study	p. 217
The Second Study	p. 218
A Hierarchy of Needs	p. 218
The Needs-Goal Model of Motivation	p. 221
Types of Human Needs	p. 221
McClelland's Acquired Needs Theory	p. 223
Alderfer's Egr Theory	p. 224
Supervisors and Human Needs	p. 225
Maintenance and Motivation	p. 227
Maintenance or Hygiene Factors	p. 227
Motivation Factors	p. 228
Expectancy Theory	p. 233
Additional Theories of Motivation	p. 233
Enhancing Perceived Expectancy	p. 235
Enhancing Perceived Instrumentality	p. 235
Reinforcement Theory	p. 236
Equity Theory	p. 237
Goal Setting	p. 237
Managing Motivation	p. 238
Quality	p. 239
Productivity	p. 240
The Quality, Productivity, and Profitability Link	p. 241
Quality of Working Life	p. 242
Worker Participation Techniques	p. 242
Motivation and Job Design	p. 243
Instant Replay	p. 245
Questions for Class Discussion	p. 245
Assess This Situation	p. 246
Skill Building Exercise 6.1	p. 247
Skill Building Writing Exercise 6.2	p. 247
Case Problem 6.1 Lighting a Fire Under the Sales Force	p. 248
Case Problem 6.2 Slow Motion	p. 249
References	p. 251
Chapter 7 Leadership and Management Styles	p. 256
Objectives	p. 256
Leadership Versus Management	p. 258
Leadership and Power	p. 259
Leadership	p. 261
Leadership Principles	p. 261
Leadership Traits and Skills	p. 261
Fundamental Practices of Leadership	p. 262
Leaders of Diverse Workforces	p. 263
Trends in Approaches to Leadership	p. 266
Men, Women, and Leadership	p. 266
Leadership Behaviors	p. 267
Contingency Models of Leadership	p. 267
Fiedler's Contingency Theory of Leadership	p. 269
Leadership Personalities	p. 269
The Leadership Situation	p. 270
House's Path-Goal Theory of Leadership	p. 270
Hersey and Blanchard's Life-Cycle Theory	p. 270
Emotional Intelligence	p. 271
Example of Emotional Intelligence	p. 272
Level 5 Leaders	p. 272
Example of Level 5 Leadership	p. 273
Management and Leadership Styles	p. 273
The Bureaucratic Style	p. 274
The Autocratic Style	p. 275
The Democratic Style	p. 277
The Spectator Style	p. 278
Charismatic Leaders	p. 280
Becoming a Leader	p. 282
Changing Leadership Styles	p. 282
Dealing with Mistakes	p. 283
The Basic Steps to Becoming a Leader	p. 285
Assessing Your Leadership Ability	p. 286
Instant Replay	p. 287
Questions for Class Discussion	p. 287
Assess This Situation	p. 288
Skill Building Exercise 7.1	p. 288
Skill Building Writing Exercise 7.2	p. 289
Case Problem 7.1 Leadership at Malden Mills	p. 290
Case Problem 7.2 Winston Churchill	p. 292
References	p. 293
Chapter 8 Leading Change	p. 298
Objectives	p. 298
Attitudes, Beliefs, and Values	p. 301
Attitudes	p. 301
Beliefs	p. 302
Values	p. 302
People's Attitudes About Work	p. 303
The Work Ethic	p. 303
Theories X and Y	p. 304
The Supervisor's Attitudes	p. 306
The Pygmalion Effect	p. 307
Problem Supervisors	p. 308
Your Employees' Attitudes	p. 309
Good Attitudes Versus Bad Attitudes	p. 309
Uncooperative Attitudes: Why People Resist Change	p. 310
Past Change Efforts and Cynicism	p. 311
Personal Reasons	p. 311
Social Reasons	p. 312
Facilitating Change	p. 313
Arrange Conditions for Change	p. 313
Attend to the Payoffs for Change	p. 314
Organizational Barriers to Change	p. 315
Changing the Attitudes of Employees	p. 316
Step 1 Identify the Improper Attitude or Behavior	p. 316
Step 2 Determine What Supports It	p. 316
Step 3 Weaken or Change Whatever Supports It	p. 317
Step 4 Offer a Substitute	p. 317
Taking Decisive Action	p. 317
Techniques for Obtaining Change	p. 318
Force-Field Analysis	p. 318
Effective Communication	p. 321
Persuasion	p. 321
Use of Emotion in Persuasion	p. 322
Persuasion Techniques	p. 324
Participation Techniques	p. 326
Facilitate Acceptance of Risk	p. 328
Training Programs	p. 328
Organizational Development Activities	p. 329
Instant Replay	p. 329
Questions for Class Discussion	p. 330
Assess This Situation	p. 330
Skill Building Exercise 8.1	p. 331
Skill Building Writing Exercise 8.2	p. 331
Case Problem 8.1 New Database Software	p. 332
Case Problem 8.2 Another Reorganization	p. 333
References	p. 335
Chapter 9 Teams and Groups	p. 340
Objectives	p. 340
The Personality of Groups	p. 342
Formal Groups	p. 343
Teams	p. 345
Virtual Teams	p. 350
Building Team and Group Effectiveness	p. 350
Putting the Team Together	p. 352
Sequence of Team Development	p. 354
Characteristics of Effective Teams	p. 355
Influence Without Authority	p. 356
A Contrary View of Teams	p. 357
Group Decision Techniques	p. 357
Brainstorming	p. 357
Nominal Groups	p. 359
Group Problem Solving	p. 359
Errors in Team and Group Decisions	p. 360
Ground Rules for Meetings	p. 360
Before the Meeting	p. 361
During the Meeting	p. 361
After the Meeting	p. 362
Group Member Roles	p. 362
Self-Serving Roles	p. 362
Group-Serving Roles	p. 363
Pitfalls of Meetings	p. 363
The Hidden Agenda	p. 364
A Competitive Spirit	p. 364
Talkative Members	p. 364
Sabotage	p. 364
Informal Groups	p. 365
Joining a Clique	p. 365
You and Your Informal Group	p. 367
Coping with Subordinates' Cliques	p. 368
Group Competition	p. 369
Outsiders and Insiders	p. 370
Outside Factors	p. 370
Inside Factors	p. 371
Instant Replay	p. 371
Questions for Class Discussion	p. 372
Assess This Situation	p. 372
Skill Building Exercise 9.1	p. 372
Skill Building Writing Exercise 9.2	p. 373
Case Problem 9.1 Team Punishment	p. 373
Case Problem 9.2 Unhappy Returns	p. 375
References	p. 377
Chapter 10 Selection and Organizational Entry	p. 382
Objectives	p. 382
The Process of Selecting Employees	p. 385
Advantages of Supervisor Involvement	p. 385
The Selection Process	p. 385
Recruiting	p. 390
Affirmative Action Programs	p. 391
EEO/Affirmative Action and Valuing Diversity	p. 391
Reverse Discrimination	p. 392
Recruiting Women	p. 392
Recruiting Minorities	p. 393
The Supervisor's Role in Minority Hiring	p. 393
Recruiting the Differently Abled	p. 395
Applicant Screening Procedures	p. 396
The Application	p. 397
Interviews	p. 397
Tests	p. 403
The Immigration Reform and Control Act	p. 407
Pitfalls	p. 407
Welcoming and Inducting New Employees	p. 409
Orientation	p. 409
Induction	p. 409
The Five Basic Questions	p. 411
Following Up	p. 413
The Socialization Process	p. 413
Instant Replay	p. 414
Questions for Class Discussion	p. 414
Assess This Situation	p. 415
Skill Building Exercise 10.1	p. 416
Skill Building Writing Exercise 10.2	p. 416
Case Problem 10.1 Revolving Door Employment	p. 416
Case Problem 10.2 Youth Movement	p. 418
References	p. 419
Chapter 11 Training	p. 424
Objectives	p. 424
The Subjects of Training	p. 427
Attitudes	p. 427
Knowledge	p. 427
Skills	p. 427
Advantages of Training	p. 428
Advantages for the Supervisor	p. 428
Advantages for Employees	p. 429
Requirements of Training	p. 431
Requirements for Trainers	p. 431
Requirements for Trainees	p. 433
The Principles of Training	p. 433
Motivation	p. 433
Individualism	p. 433
Realism	p. 435
Response	p. 435
Objective	p. 436
Reinforcement	p. 436
Subjects	p. 436
The Training Cycle	p. 438
Part 1 Identifying Training Needs	p. 438
Part 2 Preparing Training Objectives	p. 439
Part 3 Preparing the Training Process	p. 442
Determining How	p. 442
Determining How Much	p. 447
Part 4 Conducting and Evaluating the Training	p. 448
Training for Valuing Diversity	p. 449
Pitfalls	p. 450
Instant Replay	p. 451
Questions for Class Discussion	p. 451
Assess This Situation	p. 451
Skill Building Exercise 11.1	p. 452
Skill Building Writing Exercise 11.2	p. 452
Case Problem 11.1 North Star Airlines	p. 452
Case Problem 11.2 BK Custom Products	p. 454
References	p. 456
Chapter 12 Managing Diversity	p. 458
Objectives	p. 458
Enduring Evidence of Discrimination	p. 461
Racial Discrimination	p. 461
Gender Discrimination	p. 461
Age Discrimination	p. 463
Discrimination Against Disabled People	p. 463
Legal Prohibitions Against Discrimination	p. 464
Guidance for Supervisors	p. 465
Increasing Workforce Diversity	p. 466
Racial Diversity	p. 467
Age Diversity	p. 470
International Diversity	p. 472
Views on Managing Diversity	p. 473
Assimilation Approach	p. 473
Differentiation Approach	p. 473
Integration Approach	p. 473
General Practices for Managing Diversity	p. 475
Recruiting	p. 475
Performance Management	p. 475
Specific Skills for Managing Diversity	p. 476
Quick Response to Disagreements	p. 477
Active Listening	p. 478
Empathetic Listening	p. 478
Direct and Honest Communication	p. 478
Input from Everyone	p. 479
Avoidance of Exclusion	p. 479
Reward Systems	p. 479
Practices for Specific Groups	p. 480
People of Color and Racial Diversity	p. 480
Women	p. 481
Older Workers	p. 483
Internationals and Nationalities	p. 485
Gays, Lesbians, and Bisexuals	p. 486
Employees with Disabilities	p. 487
Instant Replay	p. 489
Questions for Class Discussion	p. 489
Assess This Situation	p. 490
Skill Building Exercise 12.1	p. 490
Skill Building Writing Exercise 12.2	p. 491
Case Problem 12.1 Tyrone's Opportunity	p. 491
Case Problem 12.2 Responding to a Complaint	p. 493
References	p. 494
Chapter 13 Performance Management	p. 500
Objectives	p. 500
Goals of Appraisals	p. 503
What to Appraise	p. 504
Standards	p. 504
Appraisals and Diversity	p. 506
The Supervisor as an Appraiser	p. 507
Avoiding the Blame Game	p. 507
Challenges of Performance Appraisals	p. 508
Appraisal Methods	p. 509
360-Degree Review Process	p. 509
Graphic Rating Scale Methods	p. 511
Ranking and Forced Distribution Methods	p. 511
Paired Comparison Method	p. 513
Essay, Narrative, and Critical-Incident Methods	p. 514
Behaviorally Anchored Rating Scales	p. 514
Concluding Remarks About Appraisal Formats	p. 515
Management by Objectives	p. 515
Appraising with MBO	p. 517
Step 1 Setting Goals	p. 518
Step 2 Identifying Resources and Actions Needed	p. 518
Step 3 Arranging Goals in Order of Priority	p. 518
Step 4 Setting Timetables	p. 519
Step 5 Appraising the Results	p. 519
Appraising by Computer	p. 519
Pitfalls	p. 521
The Halo and Horn Effects	p. 521
Rating the Person-Not the Performance	p. 521
Rating Everyone as Average	p. 523
Saving Up for the Appraisal	p. 523
The Rush Job	p. 523
Not Sharing the Results	p. 524
Lack of Proper Training	p. 524
Lack of Proper Documentation	p. 524
The Error of Recent Events	p. 525
Focusing Only on Negatives or Positives	p. 525
Failure to Provide Direction for the Future	p. 525
Failure to Assign Responsibilities	p. 525
The Appraisal Session	p. 526
Preparing for the Session	p. 526
Conducting the Session	p. 527
Following Up on the Results	p. 528
Rewards for Those Who Excel	p. 528
Negative Results	p. 529
Instant Replay	p. 530
Questions for Class Discussion	p. 531
Assess This Situation	p. 531
Skill Building Exercise 13.1	p. 531
Skill Building Writing Exercise 13.2	p. 532
Case Problem 13.1 Virginia's Performance Appraisal	p. 532
Case Problem 13.2 Rating Monroe's Performance	p. 533
References	p. 534
Chapter 14 Discipline	p. 538
Objectives	p. 538
The Supervisor and Discipline	p. 540
A Fair and Equitable Disciplinary System	p. 540
An Appropriate Number of Rules	p. 541
The Red-Hot Stove Concept	p. 542
Progressive Discipline	p. 542
Positive Discipline	p. 546
Legal Concerns	p. 547
Resolving Complaints	p. 547
Employee Assistance Programs	p. 548
Diversity and Discipline	p. 549
Negative Discipline	p. 550
Penalties	p. 550
Common Problems	p. 551
Absenteeism	p. 551
Sexual Harassment	p. 553
Before Taking Action	p. 557
Giving the Reprimand	p. 560
The Decision to Terminate	p. 560
Employment at Will	p. 561
Pitfalls	p. 563
Instant Replay	p. 565
Questions for Class Discussion	p. 565
Assess This Situation	p. 566
Skill Building Exercise 14.1	p. 566
Skill Building Writing Exercise 14.2	p. 567
Case Problem 14.1 Disciplinary Situations	p. 567
Case Problem 14.2 Sticky Business	p. 569
References	p. 570
Chapter 15 Complaints, Grievances, and Unions	p. 574
Objectives	p. 574
Complaints	p. 576
Handling Complaints: A Company-Wide Systems Approach	p. 576
Qualities of an Effective Complaint System	p. 577
The Functions of an Effective Complaint System	p. 578
Handling Complaints: Developing Your Own Approach	p. 578
A Recommended Approach	p. 580
Labor Unions	p. 582
Unions and Productivity	p. 583
Public Sector Unions	p. 585
Professional Employees	p. 586
Why Employees Band Together	p. 586
Union Security Provisions	p. 587
Labor Legislation	p. 588
National Labor Relations Act (1935)	p. 588
Labor-Management Relations Act (1947)	p. 589
Representation Elections	p. 591
The Supervisor's Role During Representation Elections	p. 591
Labor Relations	p. 593
Collective Bargaining	p. 593
Enforcing the Labor Contract	p. 593
The Supervisor and the Steward	p. 594
Handling Grievances	p. 595
The Grievance Procedure	p. 595
Mediation	p. 597
Arbitration	p. 597
Instant Replay	p. 598
Questions for Class Discussion	p. 598
Assess This Situation	p. 598
Skill Building Exercise 15.1	p. 599
Skill Building Writing Exercise 15.2	p. 600
Case Problem 15.1 Beer Mints?	p. 600
Case Problem 15.2 Downsizing Dilemma	p. 602
References	p. 603
Chapter 16 Security, Safety, and Health	p. 606
Objectives	p. 606
Physical Security	p. 608
Employee Theft	p. 610
Selection and Prevention	p. 613
Office Security	p. 615
Shop Security	p. 615
Shoplifting	p. 615
Fire Prevention	p. 617
Protecting People	p. 619
Overwork	p. 619
Preventive Approaches to Safety and Health	p. 619
Insufficient Work Breaks	p. 621
AIDS in the Workplace	p. 621
Drugs and Employees	p. 622
Family Leave	p. 627
The Supervisor's Role	p. 627
The Occupational Safety and Health Act (1970)	p. 629
Occupational Safety and Health Standards	p. 630
Compliance Complaints	p. 630
OSHA Inspections	p. 630
On-Site Consultation	p. 631
State Programs	p. 632
Instant Replay	p. 633
Questions for Class Discussion	p. 633
Assess This Situation	p. 634
Skill Building Exercise 16.1	p. 634
Skill Building Writing Exercise 16.2	p. 634
Case Problem 16.1 It's Not My Dope	p. 635
Case Problem 16.2 No Chance for a Smoke Break	p. 636
References	p. 638
Glossary	p. 642
Index	p. 650

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