Intro to Management Ch's 4, 5, 6, 7, 8 and 9

4. What are you best advised to do at the end of a day during which nothing has gone right and none of your targets have been reached?

We have to recognize that interruptions and disruptions will occur, many of them legitimate and unavoidable. A realistic plan is one that is sufficiently flexible to accommodate the unexpected. A brief written plan or guide for each day is an important tool in addressing personal effectiveness; without it, one's days can be governed by a collection of minor crises, interruptions, and frustrations.

3. Why are time management and stress management described as inseparable activities?

When you are feeling stressed at your work most of the time it is because you are feeling rushed and pressured to finish a task. With effective time management, the pressure of too much to do in too little time is reduced and a measure of control is gained; therefore, stress is reduced. We learn control is possible and that we have a fundamental choice concerning control of the job: We can elect to control our jobs, or we can allow our jobs to control us. Time management, therefore, is an important element of stress management. By no means is it all of stress management, but it is invariably true that the manager who effectively manages time will experience less stress—and get more done—than the manager who does not.

1. Describe the fundamental differences between line and staff.

A line function is one that advances the accomplishment of the work of the organization; a staff function supports the organization so that it is able to function as intended.

1. Describe the essential difference between consultative leadership and participative leadership.

Consultative leadership is exhibited when the leader remains open to input from members of the group, but, by pronouncement, attitude, or practice, retains full decision-making authority. Full participative leadership exists when plans or decisions are made by all of the department's employees as a group or team.

6. Why might some managers whose leadership styles are largely consultative believe they are actually participative leaders?

Consultative leadership is exhibited when the leader remains open to input from members of the group, but, by pronouncement, attitude, or practice, retains full decision-making authority. In many instances consultative leadership is appropriate, but often consultative leadership is practiced under a participative label. Some supervisors claim they are open to participation, but in practice they are "open" only as long as the employees come up with the same decisions they would have made themselves.

1. Differentiate between the process and the condition of delegation.

Delegation is both a process and a condition. It is, in part, the process of assigning work to an employee. The process is generally well understood, but much consideration of delegation stops at this point. Delegation is done properly when the supervisor gives the employee a thorough understanding of what is expected from the job assigned and how the employee may succeed in doing the assigned job correctly.

14. Do you believe that emotion has any positive place in interpersonal communication? If yes, under what circumstances might it be so?

Emotion can have a positive place in interpersonal communications. If you are sincerely praising an employee for a good job your positive emotional responses will lead to a positive response from the employee. Also, showing true emotion when the other person is distraught is also a positive outcome all around.

12. Describe the role of and necessity for feedback in interpersonal communication.

Feedback is a definite must in order to know if you are doing something correctly. Whether positive or constructive criticism it will help you to grow and make necessary changes to improve.

2. Why should you look at yourself for sources of wasted time and potential improvement?

It would help to increase your productivity and take some stress out of your busy day if you figure out areas where you are wasting valuable time. It would help to make your day less stressful and in turn make you a more valuable employee because you feel like you are actually getting things done instead of wasting valuable time.

5. What can you do as a first-line supervisor if it is apparent that your greatest source of stress is your immediate superior?

Learn to say no, or at least to speak up, when that last request or demand finally adds up to too much. Your boss is only human and is likely to be as stressed as you are, if not more so. Most bosses will understand, especially if you can suggest alternatives or offer to reorder priorities to serve a pressing need. Or if they are insensitive to your stress you might consider going over their head and speaking to management above them.

1. How does the fear of failure prevent someone from being as effective as possible?

One major barrier to effectiveness is the fear of failure. Perhaps we shy away from taking calculated risks or making certain decisions because we are afraid of losing or simply afraid of being wrong. However, fear of failure generally leads to procrastination and inaction, which in turn lead to ineffectiveness.

9. Why is so-called one-way communication actually not communication at all? What is the missing essential ingredient?

One-way communication is really one person controlling and running everything. The missing ingredient is feedback and input from others.

5. Explain the difference between the open-door policy and the open-door attitude.

Open-door is letting the employee know that they are free to come in for assistance and to ask questions. But the open-door attitude is really when the manager guides his employees, makes sure they are comfortable in their positions and treating them with respect. A healthy attitude for the supervisor assumes a Golden Rule approach to communication: Deal with others as you would wish to be dealt with yourself.

5. List the steps in the basic delegation pattern.

Select and organize the task, including creation of a procedure if necessary Select the person, choosing one who appears ready for more responsibility Instruct and motivate the person; the individual must be able to reasonably answer: "What's in it for me?" Maintain control, neither too little nor too much Follow up, follow up, follow up

8. Explain why the occasional supervisor might fail to delegate because he or she fears the competition of subordinates.

Some of the reasons for delegation failure are complex and involve fear of competition from employees or the loss of recognition for task accomplishment, factors of which the supervisor may be only dimly aware. It is often difficult to avoid thinking of yourself as being in competition with your employees, since some employees seem to foster such competition as they attempt to grow in the organization. However, the effective supervisor encourages growth, and a legitimate challenge taken up by an employee can look much like direct competition. The fear of competition from subordinates often goes hand-in-hand with a degree of insecurity, but the presence of two or three eager promotion-oriented employees with their sights set on the supervisor's job can be a stimulus that keeps the supervisor in a heads-up and growing attitude.

2. Why is it essential in delegation to provide both responsibility and authority in equivalent amounts?

The continuing practice of effective delegation within a department represents opportunity to the employees. All employees will not react the same way to the chance to assume greater responsibility or do different work; some people do not wish to go in those directions. However, the simple presence of the opportunity is a tonic to all employees whether they avail themselves of that opportunity or not. And the absence of such opportunity will affect many employees in a way that eventually affects the outlook of all. Overall, an empowered employee is usually a growing employee.

3. Describe the most desirable combination of personal characteristics under performance orientation.

a. concentrates on high-priority tasks most of the time b. tackles the important problems in timely fashion even though they may be difficult or unpleasant c. experiences job satisfaction from accomplishment and achievement d. is meeting the needs of the organization in doing what he or she is expected to do as a member of management

2. How can you briefly describe essentially all of the questions that can be asked of a job applicant?

They want to know your job history, your education, your goals, your strong points, your weaknesses. Basically why should they hire you for this position?

Some Managers Fail to Delegate Because 1. Long-standing habits govern their ______ 2. The perceived lack of _____ to delegate 3. They prefer to do the particular _____ themselves 4. They feel the employees are probably not ______ 5. They fear the _______ of subordinates 6. They fear _____ of credit for accomplishment

1. Long-standing habits govern their actions 2. The perceived lack of time to delegate 3. They prefer to do the particular tasks themselves 4. They feel the employees are probably not capable 5. They fear the competition of subordinates 6. They fear loss of credit for accomplishment

3. Cite an example of a Theory X working environment and an example of a Theory Y environment, and cite two or three characteristics of a hypothetical environment midway between X and Y.

An example of a Theory X working environment is McDonald's where employees follow a strict set of rules in order for the place to run smoothly. Example of Theory Y would be Google where employees are encouraged to participate and give their opinions. A hypothetical environment midway between X and Y might be there are rules set but employees are free to suggest changes. The manager allows feedback and is open to it but in the end he has final say. And the manager makes sure he motivates his employees and allows room for growth.

3. What is the rationale for limiting employment reference checking to the human resources department only?

Because of the possibility of legal problems, many organizations have backed away from supplying much pertinent reference information, limiting themselves, by policy, to verifying job titles and dates of employment and giving out nothing else. In recent years, however, an increasing number of organizations have been subject to charges of negligent hiring because of harm done by employees who were hired with little or no effort expended to check their employment histories. Although many prior employers may respond with dates and titles only or with no information at all, your human resources department should make certain it is able to demonstrate that the organization made a good-faith effort to check references.

1. Explain why failure to delegate is often a significant—if not the greatest—waste of a manager's time. .

By not delegating tasks correctly to his employees the manager is making more work for himself. If he would take the necessary time to instruct an employee on the correct manner of doing the task it would open up time for the manager to do other things or get to tasks that have been put aside for lack of time. So by not delegating work out to others the manager has created more work for himself which is a great waste of his time

9. What is the value of studying how your superior does or does not delegate to you when your primary interest lies in delegating to your employees?

By studying your superior it can show you how or how not to treat your employees. If you are happy with how your superior delegates to you then you may want to copy his method and do the same with your employees.

7. If delegation is supposed to save time, why should the supervisor learn to delegate if this process alone takes more time?

It may take time to train an employee a new task but once the employee has mastered it that is one less thing the manager has on his plate. So the hours invested in training a delegated task to an employee will save time in the long run that the manager can devote to other things.

4. Cite three reasons why failure to delegate can be harmful to the employees in the group.

You can guide your employees upward in terms of growth and development, or you can hold them back. You can challenge and interest them by giving them responsibility and opportunity, or you can lock them into routine and boredom. Most employees would rather be stimulated and interested than unchallenged and bored. Most would rather learn and grow than stagnate. Most would rather be serving useful purposes than doing unimportant or inconsequential work. And most would rather work—because they enjoy work or, at worst, because they wish to pass the time more quickly—than be idle.

2. List at least five forces or factors that can produce stress in the working supervisor.

a. physical working conditions—heating, lighting, furnishings, space, noise, and the like—can create stress b. A supervisor's feeling of having less than total control over the work situation can induce stress c. stress comes from negative practices of higher management d. a change in management that leaves a supervisor reporting to a new superior can be a stress producer e. major potential stress producer for supervisors is work overload

10. What are the more common results of the presence of negative emotions (anger, etc.) in interpersonal communication?

Hurt feelings and anger can cause tension and distance between employees. Emails and text can be misinterpreted as well as the tone of one's voice.

8. Can you describe any circumstances under which one-way communication is appropriate? Why might it be appropriate and why does it often work?

I think in an emergency scenario when someone is dictating emergency instructions to follow. It would be appropriate because you need someone who knows what to do in this situation and give you the steps you need to take. It could save your life by following his instructions.

2. Can you think of circumstances under which autocratic leadership (although not exploitative) could be appropriate? Provide an example and your rationale.

I think managing a restaurant would need to be more of an autocratic type of business. People go to restaurants expecting good service and good food. A restaurant needs to be run in a manner that the employees follow the procedures when it comes to preparing food to what is on the menu to how they treat the customers. When a restaurant has a strict regimen and routine it doesn't leave much room for changes or suggestions from the employees.

5. Which do you consider to be the one source of time-wasting pressure that is most difficult to deal with? Why?

I would have to say the boss or management above you can be a large source of time-wasting pressure that is difficult to deal with. They are not around to see your daily routine of how you manage your employees and your day to day workload. Therefore they are typically not aware of how adding more tasks to your possibly overburdened day will affect you and in turn affect your department in the long run. Plus the amounts of meetings that can be called by upper management can be a major source of time-wasting which adds pressure to your already overstressed day. Some meetings could easily be done over the phone or just with a general email covering what they are trying to get across.

2. Considering how the terms supervisor and manager may be perceived, which would you rather be called and why?

I would rather be called manager because it sounds more important and people perceive that a manager is higher than a supervisor.

15. What would you do if you inadvertently hit one of another person's "sore spots" and this party broke off the conversation in anger?

I would schedule time with this person in order to talk about what was said and explain in a different manner what I was trying to get across. It is always a good idea to try to talk it out so it will make for a more pleasant work environment.

4. What would your reaction be if a rejected applicant bypasses human resources and asks you directly, "Why didn't you hire me?"

I would tell them we were considering many applicants for the position and that they need to direct all of their questions to human resources since I am unable to discuss the applicant selection process with them.

10. What might be the risk to the department as a whole if the supervisor consistently fails to delegate?

If the supervisor consistently fails to delegate it can eventually make him look like an inept manager. He may be demoted or lose his job. Good employees may leave the department because they do not feel challenged or motivated. They may not feel trusted by their manager to handle assignments. It is too much work for one person to handle when they are running a department. It can make the manager look like he does not have control or know what he is doing if he gets behind in tasks or makes mistakes because he has allowed himself to become overworked.

4. Describe how the telephone can be both a time-waster and a time-saver.

If you fail to organize your thoughts, jot down the points you need to cover, and have any necessary information ready you may turn a quick conversation into a lengthy conversation. Plus you may forget to address something in your initial call and that will lead to another call. Voicemail is handy but some people do not like to leave messages. When you do get voicemail's prioritize them by level of importance so you know who needs to be called back and when. Try to limit pointless chatter on the phone and it will add valuable time to your day. Have your message on your voicemail describe what information you would like the caller to leave. It will help in returning those calls to get as much information in advance. Using the phone wisely can help save time during your day.

4. Describe the principal conditions or circumstances that encourage people to be one-way dispensers of information rather than true two-way communicators.

Lack of time forces many people into being one-way communicators. Too many distractions and too much noise can waste so much time it is easier to cut out two way communication in order to save time. When you open up a two-way communication you leave yourself open to vulnerability. By adopting a one-way posture that effectively blocks out feedback it can lessen the chance for negative feedback. Another problem is managers who are arrogant and inpatient they are more likely to communicate one-way believing that they understand themselves so everyone else should understand them too.

7. If "leader" and "manager" are usually listed as synonyms for each other, why might "leader" carry a generally more favorable connotation than "manager?"

Leader sounds more like someone who is taking charge and will make you want to follow them. They seem to know what they are doing and are willing to take input from the followers. Manager sounds more rigid and controlling and less likely to take suggestions or feedback. They want to be in charge and get all of the glory.

13. Concerning listening, in what ways is listening different from reading, writing, and speaking in interpersonal communication?

Listening requires most of our communication skills. It takes practice and skill to be a good listener. To focus on what the other person is saying and only offer feedback when it is appropriate. It is too easy to let your mind wander or to interrupt the other person with your thoughts and opinions so it is important to pay close attention to what is being said and interject only when it is needed.

3. What is the primary reason for failing to delegate properly, and why is overcoming this barrier difficult for so many people?

Managers fail to delegate for a number of reasons, one of which is as simple as a tendency to prefer to do things one's self. But some of the reasons for delegation failure are complex and involve fear of competition from employees or the loss of recognition for task accomplishment, factors of which the supervisor may be only dimly aware. It is often difficult to avoid thinking of yourself as being in competition with your employees, since some employees seem to foster such competition as they attempt to grow in the organization. One of the most significant barriers to effective delegation is habit. If we are to try to adopt a new approach to delegation, we must change our ways of doing things. Such change means altering habit patterns by shedding old habits and replacing them with new ones.

6. Why is the supposed freedom to fail important?

Since failures at delegation must be shared, and since we all learn from our failures often far more than we learn from our successes, punishing or overcorrecting an employee who makes a mistake makes little sense. Criticism should, of course, be delivered when deserved, but it should always be constructive and include the means for correcting the errant behavior and avoiding a repetition of the problem.

4. Why is it claimed that the management functions of planning and organizing consume—or at least should consume—more of top management's time than of the first-line supervisor's time?

Sometimes it may seem that organizing, much like planning, is not a particular concern of the first-line supervisor. It is true that much organizing has to do with departmentalization, the process of grouping various activities into separate units to carry out the work of the organization. Much of this takes place at high levels in the organization and may not occur very often. However, as a first-line supervisor you engage in acts of organizing similar to departmentalization whenever you make decisions concerning which people within your department are going to handle certain tasks. Whenever you become involved in making decisions concerning division of labor or separation of skills, you are organizing.

5. Why should you not attempt to provide detailed answers to all of an applicant's questions about pay and benefits?

Specifics of certain features of employment like insurance, retirement, and other benefits for which you may not have all the details should be left to human resources and broached only when you are ready to extend an offer of employment and the individual needs this information to aid in making the decision.

5. Define and describe "delegation" within the context of the basic management function of organizing.

The most important aspect of organizing to the first-line supervisor is the function known as delegation. Delegation is the process of ensuring that the proper people have the responsibility and authority for performing specific tasks.

11. Explain the statement: The same words can mean different things to different people at the same time.

The same word given the context it is put in can have a different meaning to individuals. It depends on the situation and the emotional level the individual may be feeling. It is easy to misinterpret someone's meaning in the way they have worded something. It is always a good idea to question something if you are unsure or if you aren't clear on what they are trying to get across.

3. Which of the basic management functions gets the most of the supervisor's attention? Why?

They spend significant amounts of time dealing with day-to-day operating problems when they should be leaving most such problems to the lower management levels. Indeed, managers at all levels in all organizations are frequently prone to "crisis management," expending most of their time and effort in reacting to present events and conditions rather than looking ahead.

1. Why is it said that the most effective interviewing involves more listening than talking?

You can get a better understanding on how this potential employee can handle themselves and what they truly know about the job if you let them do most of the talking. Throughout the interview be interested and attentive, never impatient or critical. Avoid talking too much about yourself or the institution. Remember, you are not selling yourself to the applicant—it is supposed to be the other way around. Overall, do much more listening than talking.