The Challenge of Front-Line Management : Flattened Organizations in the New Economy.

Cover -- The Challenge of Front-Line Management -- Contents -- Acknowledgments -- Chapter 1 Understanding the Front-Line Manager's Job -- INTRODUCTION -- WHAT IS AN FLM? -- THE VARIOUS LEVELS OF MANAGEMENT -- Operations Level -- Technical Level -- Strategic Level -- Front-Line and Other Managers -- BASIC FLM SKILLS -- Resources Used by FLMs -- Planning -- Organizing -- Leading -- Controlling -- WORKING THROUGH OTHERS -- PROJECT MANAGEMENT -- THE FLM's CHANGING ENVIRONMENT -- Globalization -- Information Availability and Technology -- The Quality Revolution -- New Organizational Forms -- Work Schedules and Business Conditions -- Diversity in the Workforce -- Changing Attitudes Toward Work -- MEETING TODAY'S CHALLENGES -- Chapter 2 Becoming a Front-Line Manager -- INTRODUCTION -- FROM INDIVIDUAL CONTRIBUTOR TO FRONT-LINE MANAGER -- DOESN'T EVERYONE WANT TO BE AN FLM? -- BEING AN FLM CAN BE SATISFYING -- MAKING A SMOOTH TRANSITION TO FLM -- WHAT MAKES A SUCCESSFUL FLM? -- FLM: A TWENTY-FIRST-CENTURY PERSPECTIVE -- REFERENCE -- Chapter 3 Ethics and the Front-Line Manager -- INTRODUCTION -- WHY THE INCREASED FOCUS ON BUSINESS ETHICS NOW? -- INDIVIDUAL ETHICS -- COMMON RATIONALIZATIONS FOR QUESTIONABLE CONDUCT -- DETERMINING WHETHER A DECISION IS ETHICAL -- The Utilitarian Approach -- The Moral Rights Approach -- The Justice Approach -- COMBINING THE APPROACHES -- MARY'S DILEMMA -- CONTEMPORARY CORPORATE ETHICS -- CORPORATIONS NEED TO DEMONSTRATE SOCIAL RESPONSIBILITY -- WHY ORGANIZATIONS SHOULD BE SOCIALLY RESPONSIBLE -- HOW TO INSTITUTIONALIZE ETHICAL BEHAVIOR -- MODELS FOR ETHICAL CONDUCT -- Distributive Justice -- Procedural Justice -- MANAGING A DIVERSE WORKFORCE -- DIVERSITY VERSUS AFFIRMATIVE ACTION -- DIVERSITY MAKES GOOD BUSINESS SENSE -- INCREASING DIVERSITY AWARENESS -- DEVELOP SKILLS FOR WORKING WITH DIVERSE PEOPLE.

SUPERVISING EMPLOYEES WITH DISABILITIES -- WHO IS A QUALIFIED DISABLED INDIVIDUAL? -- CHANGING ATTITUDES OF FLMs AND EMPLOYEES TOWARD DISABILITIES -- MANAGING A DIVERSE WORKFORCE: CONCLUSION -- SEXUAL HARASSMENT: WHAT EVERY FLM SHOULD KNOW -- FORMS OF SEXUAL HARASSMENT -- ERADICATING SEXUAL HARASSMENT -- SUMMARY -- REFERENCES -- Chapter 4 Communication: The Bridge to Organization Success -- INTRODUCTION -- COMMUNICATION AND MANAGEMENT -- WHAT IS COMMUNICATION? -- THE COMMUNICATION PROCESS -- THE ROLE OF PERCEPTION IN COMMUNICATION -- NONVERBAL COMMUNICATION -- COMMUNICATION MEDIA -- HOW TECHNOLOGY AFFECTS COMMUNICATION -- UNDERSTANDING COMMUNICATION NETWORKS -- FORMAL AND INFORMAL COMMUNICATION NETWORKS WITHIN ORGANIZATIONS -- THE GRAPEVINE -- BUILDING COMMUNICATION SKILLS -- FLMs AS SENDERS -- FLMs AS RECEIVERS -- COMMUNICATION STYLES -- PERSONAL COMMUNICATION STYLES -- GROUP-BASED COMMUNICATION DIFFERENCES -- REGIONAL DIFFERENCES -- CROSS-CULTURAL DIFFERENCES -- GENDER-BASED DIFFERENCES -- MANAGING DIFFERENCES IN COMMUNICATION AND LINGUISTIC STYLES -- DEVELOPING YOUR WRITING AND SPEAKING SKILLS -- THE WRITING PROCESS -- WHAT IS GOOD WRITING? -- GETTING STARTED: IDENTIFYING YOUR PURPOSE -- ANALYZING YOUR READERS -- GETTING YOUR IDEAS TOGETHER -- WRITING THE DOCUMENT -- FLMs AS GOOD PUBLIC SPEAKERS -- PREPARING A SPEECH -- GIVING YOUR PRESENTATION OR SPEECH -- SUMMARY -- REFERENCES -- Chapter 5 Leading and Building Effective Teams -- INTRODUCTION -- WHAT IS A TEAM? -- TYPES OF TEAMS -- Problem-Solving Teams -- Self-Managed Teams -- Cross-Functional Teams -- Virtual Teams -- Response Teams -- THE BENEFITS OF USING TEAMS -- WHY SOME TEAMS FAIL -- COMMON MANAGEMENT MISTAKES WITH TEAMS -- COMMON PROBLEMS FOR TEAM MEMBERS -- SYMPTOMS OF LOW-PERFORMING TEAMS -- CHARACTERISTICS OF HIGH-PERFORMING TEAMS -- TEAMWORK -- BECOMING A TEAM LEADER.

THE FLM's ROLE AS A TEAM LEADER -- THE TRANSITION TO TEAM LEADER -- THE PRINCIPLES OF AN EFFECTIVE TEAM LEADER -- HOW TEAM LEADERS CAN CREATE A TEAM OF SUCCESSFUL TEAM MEMBERS -- DEVELOPING TEAM PLAYERS -- TEAM BUILDING -- USING EFFECTIVE COACHING SKILLS -- MOTIVATING TEAMS TO ACHIEVE GOALS -- REDUCING SOCIAL LOAFING IN TEAMS -- BUILDING TEAM TRUST -- FACILITATING COMMUNICATION IN THE TEAM ENVIRONMENT -- PROBLEMS UNIQUE TO LEADING TEAMS -- New Team Member Entry Problems -- Workforce Diversity and Teams -- Inspiring Mature Teams -- SUMMARY -- REFERENCE -- Chapter 6 Motivating Today's Employees -- INTRODUCTION -- WHAT IS MOTIVATION? -- THE MOTIVATION PROCESS -- METHODS COMMONLY USED TO MOTIVATE EMPLOYEES -- Pay for Performance -- Variable Pay Plans and Gainsharing Plans -- Merit Pay -- Spot Awards -- Skill-Based Pay -- Recognition -- Job Redesign -- Empowering Employees -- Goal Setting -- Lifelong Learning -- SPECIAL PROBLEMS IN MOTIVATING PARTICULAR GROUPS OF EMPLOYEES -- Contingent Workers -- Diversified Workforce -- Employees Doing Highly Repetitive Tasks -- Baby Busters -- MOTIVATING YOURSELF -- SUMMARY -- REFERENCES -- Chapter 7 Developing Effective Team Skills -- INTRODUCTION -- A FRONT-LINE MANAGEMENT CHALLENGE -- ORIENTING NEW EMPLOYEES -- NEW EMPLOYEE/TEAM MEMBER PROBLEMS -- THE ORIENTATION PROGRAM -- POLICY ORIENTATION -- PROCEDURAL ORIENTATION -- THE USE OF SPONSORS OR MENTORS -- PLANNING AN EFFECTIVE ORIENTATION -- EMPLOYEE TRAINING AND DEVELOPMENT -- THE FLM's ROLE IN TRAINING AND DEVELOPMENT -- DECIDING WHETHER TRAINING IS NEEDED -- IS TRAINING THE SOLUTION TO THE PROBLEM? -- ARE THE TRAINING GOALS CLEAR AND REALISTIC? -- IS THE TRAINING A GOOD INVESTMENT? -- DEVELOPING A SUCCESSFUL TRAINING PROGRAM -- TYPES OF TRAINING METHODS -- FOCUS OF TRAINING PROGRAMS USED IN TODAY'S WORKPLACES -- Team Training -- Creativity Training.

Literacy Training -- Diversity Training -- Crisis Training -- Customer Service Training -- COACHING TO SUPPORT TRAINING -- EVALUATION OF TRAINING -- SELF- AND CAREER DEVELOPMENT -- DEVELOPMENT -- ADVANCEMENT -- BUDGETING FOR TRAINING -- UNDERSTANDING CONFLICT -- FUNCTIONAL AND DYSFUNCTIONAL CONFLICT -- SOURCES AND TYPES OF CONFLICT -- DIAGNOSING SOURCES OF CONFLICTS -- MANAGING CONFLICT AND ENCOURAGING RESOLUTION -- OTHER APPROACHES TO MANAGING CONFLICT -- SUMMARY -- REFERENCES -- Chapter 8 Planning, Organizing, and Controlling -- INTRODUCTION -- PLANNING -- Planning Skills -- Formats -- Plan Horizons -- Frequency of Plan Use -- Why Plans Fail -- Characteristics of Good Plans -- Defining the Objectives -- Writing an Action Plan -- Management by Objectives -- Time Management -- Scheduling Your Employees -- ORGANIZING -- Centralization versus Decentralization -- Understanding the Informal Organization -- Delegating -- The FLM's Role in Delegation -- MANAGING FROM A DISTANCE -- CONTROLLING -- USING BUDGETS IN PLANNING -- THE BUDGET PROCESS -- SUMMARY -- Chapter 9 Performance Appraisals -- INTRODUCTION -- THE CONTROL PROCESS -- STEPS IN THE CONTROL PROCESS -- Establishing Performance Standards -- Monitoring Performance -- Management by Objectives -- Taking Corrective Action -- INDIVIDUAL PERFORMANCE APPRAISALS -- THE PURPOSE OF EMPLOYEE PERFORMANCE APPRAISALS -- WHEN SHOULD APPRAISALS OCCUR? -- RESPONSIBILITY FOR FORMAL PERFORMANCE APPRAISALS -- COMPONENTS OF AN EFFECTIVE PERFORMANCE MANAGEMENT SYSTEM -- ASSESSMENTS BY SOMEONE OTHER THAN THE FLM -- SOURCES OF BIAS IN PERFORMANCE APPRAISALS -- PERFORMANCE APPRAISALS AND THE LAW -- HOW TO CONDUCT A FORMAL APPRAISAL -- PREPARING FOR THE APPRAISAL INTERVIEW SESSION -- DURING THE APPRAISAL INTERVIEW SESSION -- AFTER THE APPRAISAL INTERVIEW SESSION -- PERFORMANCE PROBLEMS DUE TO SPECIAL CAUSES.

DISCIPLINING EMPLOYEES -- ADMINISTERING DISCIPLINE -- THE DISCIPLINE PROCESS -- GUIDELINES FOR EFFECTIVE DISCIPLINE -- Act Immediately -- Focus on Solving the Problem -- Keep Emotions in Check -- Administer Discipline in Private -- Be Consistent -- DOCUMENTATION OF DISCIPLINARY ACTIONS -- POSITIVE DISCIPLINE -- SUMMARY -- Chapter 10 Safety and Health -- INTRODUCTION -- CLARENCE'S EXPERIENCE -- THE BENEFITS OF SAFETY AND HEALTH PROGRAMS -- COSTS OF WORK-RELATED ACCIDENTS AND ILLNESSES -- THE OCCUPATIONAL SAFETY AND HEALTH ACT (OSHA) -- INSPECTIONS -- VIOLATIONS AND CITATIONS -- OSHA's HAZARD COMMUNICATIONS STANDARDS -- THE FLM's ROLE UNDER OSHA -- EMPLOYEE'S RIGHTS UNDER OSHA -- UNSAFE PERSONAL ACTS -- UNSAFE PHYSICAL ENVIRONMENT -- HOW TO MEASURE SAFETY AND HEALTH RATES -- OTHER SAFETY AND HEALTH CONCERNS -- HIV-AIDS in the Workplace -- Substance Abuse -- THE DRUG-FREE WORKPLACE ACT -- DRUG TESTING -- OCCUPATIONAL DISEASE -- CAUSES OF OCCUPATIONAL DISEASE -- INDOOR AIR QUALITY (IAQ) -- MINIMIZING OCCUPATIONAL HEALTH RISKS -- STRESS -- VIOLENCE IN THE WORKPLACE -- PROGRAMS TO PROMOTE SAFETY AND HEALTH -- STRATEGIES FOR PROMOTING SAFETY -- THE FLM's ROLE IN PROMOTING SAFETY -- VIOLENCE PREVENTION PROGRAMS -- THE FLM's ROLE IN PREVENTING VIOLENCE -- EMPLOYEE ASSISTANCE PROGRAMS (EAPs) -- THE FLM's ROLE IN EAPs -- WELLNESS PROGRAMS -- EVALUATION OF SAFETY AND HEALTH PROGRAMS -- SUMMARY -- REFERENCES -- Chapter 11 Decision Making -- INTRODUCTION -- DECISION MAKING AND THE FLM -- TYPES OF DECISIONS AND LEVELS OF MANAGEMENT -- THE DECISION-MAKING PROCESS -- Step 1: Define the Problem -- Step 2: Analyze the Problem Using Available Information -- Step 3: Establish Decision Criteria -- Step 4: Develop Alternative Solutions -- Step 5: Evaluate the Alternatives and Select the "Best" Solution -- Step 6: Follow Up and Appraise the Consequences of the Decision.

DECISION-MAKING STYLES.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.