دانلود کتاب Management and supervisory practices for environmental professionals

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Cover
Half Title
Series Page
Title Page
Copyright Page
Dedication
Table of Contents
Preface
Acknowledgments
Authors
Chapter 1 Communications Part I: The Practical Art of Communications—Communications Problems
Learning Objectives
Fundamental Management Information
Lesson Discussion
I. The Communication Process
II. One-Way versus Two-Way Communication
III. Human Barriers to Communications
IV. Communicating with Employees You Supervise
V. Communicating with Higher-Level Managers
VI. Horizontal Communication Systems
VII. Communication Problems
VIII. Grapevines
IX. Types of Communications
X. The Art of Speaking
XI. The Art of Listening and Perceiving
XII. Building Your Communications Skills
XIII. Communication Difficulties
XIV. Public Policy and Community Relations
XV. Summary
Case Problems
Practical Exercises
Self-Testing Examination
Answers to Case Problems
Answers to Self-Testing Examination
Chapter 2 Communications Part II: Electronic Communications, Research, Meetings, Memoranda, Business Letters, and Reports
Learning Objectives
Fundamental Management Information
Digital Communication Advantages and Disadvantages
A. Mass Media Advantages
B. Social Media
C. Professional and Technical Sources and Uses of Information
Lesson Discussion
I. Mass Media
II. Digital Communications
A. Social Media
B. Professional Technical Sources and Uses of Information
C. Portals
D. Websites of Professional Associations, Universities, Research Centers, etc.
III. Research
IV. Storytelling
V. Casual Conversations
VI. Visual Communications
VII. The Meeting
VIII. Memo Writing (Including Writing Email)
IX. The Business Letter
X. The Formal Report
XI. Conferences
XII. Summary
Case Problems
Practical Exercises
Self-Testing Examination
Answers to Case Problems
Answers to Self-Testing Examination
Chapter 3 The Supervisor/Manager as a Teacher
Learning Objectives
Fundamental Management Information
Lesson Discussion
I. Determining Competencies Needed by Employees
II. Employees Learn without Being Trained
III. Reasons for Training
IV. The Supervisor’s/Manager’s Responsibility for Training
V. The Nature of Training and Developing and Its Value
VI. Differences between Training and Development
VII. Learning Theory and Training for Adults
VIII. Teaching Suggestions
IX. Types of Training
X. On-the-Job Development
XI. Off-the-Job Development
XII. Supervisor/Manager Training and Development
XIII. What to Tell a New Employee
XIV. Training Methods
XV. Apprentice Training
XVI. Summary
Case Problems
Practical Exercises
Self-Testing Examination
Answers to Case Problems
Answers to Self-Testing Examination
Chapter 4 Disciplinary Action, Complaints, and Grievances
Learning Objectives
Fundamental Management Information
Lesson Discussion
I. Disciplinary Actions
A. Influences on Discipline Procedures
B. Traditional Discipline
C. Discipline by Objectives
D. The Disciplinary Process
E. Discipline without Punishment
F. The Purpose of Discipline
G. Why Employees Resent Discipline
H. Why Employees Break Rules
I. Deciding What to Do
J. Failure in Personnel Selecting
K. Causes of Failure in Supervisor/Managers and in Employees
L. Different Types of Disciplinary Action
M. Effective Discipline
II. Complaints and Grievances
A. The Nature of Complaints and Grievances
B. Sources of Complaints and Grievances
C. Settling Grievances at the Supervisor/Management Level
D. Formal Grievance Procedure
E. Grievance Procedure in a Non-union Company
F. Arbitration of Grievances
III. The Supervisor/Manager’s Role in Grievances
A. Satisfying Every Grievance—Mission Impossible
B. Employee Complaints
C. When an Imagined Grievance Occurs
D. Handling Complaints
E. Grievances: Playing Them Down or Building Them Up
F. Results of Unsettled Grievances
IV. Summary
Case Problems
Practical Exercises
Self-Testing Examination
Answers to Case Problems
Answers to Self-Testing Examination
Chapter 5 A Supervisor’s/Manager’s Problem Cases
Learning Objectives
Fundamental Management Information
Lesson Discussion
I. Why Worry about the Problem Employee?
II. Recognizing the Emotional Problem
III. Working with the Problem Employee
IV. Counseling and Professional Help
V. The Accident-Prone Employee
VI. The Alcoholic Employee
VII. Absenteeism
VIII. The New Problem Employee
IX. The Older Employee
X. The Worried Employee
XI. The Seemingly Unconcerned Employee
XII. The Conceited Employee
XIII. The Sensitive Employee
XIV. The Stubborn Employee
XV. Working with Special Problems
XVI. Summary
Case Problems
Practical Exercises
Self-Testing Examination
Answers to Case Problems
Answers to Self-Testing Examination
Chapter 6 Performance Ratings
Learning Objectives
Fundamental Management Information
Lesson Discussion
I. Why Have Job Evaluations?
II. How a Job Analysis Is Made
III. What Performance Ratings Can Do
IV. Employee’s Reaction to Performance Ratings
V. The Supervisor’s Role in the Rating System
VI. Daily Ratings, Weekly Ratings, and Monthly Ratings
VII. Yearly Merit Ratings
VIII. Types of Rating Forms
IX. The Competency Rating Form
X. Money as an Incentive
XI. Presenting the Rating to the Employee
XII. The Rating as an Indication for Training
XIII. Summary
Case Problems
Practical Exercises
Self-Testing Examination
Answers to Case Problems
Answers to Self-Testing Examination
Chapter 7 The Supervisor/Manager as a Counselor
Learning Objectives
Fundamental Management Information
Lesson Discussion
I. Introduction
II. Personal Problem Predictors
III. Personal Problems of Employees
IV. Symptoms of Mental Illness
V. The Role of Counseling and the Supervisor/Manager
VI. The Advantages of the Supervisor/Manager as a Counselor
VII. The Disadvantages of the Supervisor/Manager as a Counselor
VIII. Counseling as Advice-Giving
IX. Nondirective Counseling
X. The Goal of Counseling
XI. The Danger Signals
XII. Effective Counseling Situations
XIII. How to Make Counseling Pay Off
XIV. Summary
Case Problems
Practical Exercises
Self-Testing Examination
Answers to Case Problems
Answers to Self-Testing Examination
Chapter 8 The Supervisor/Manager and Civil Rights, Equal Rights Amendment, Employee Rights, and Unions
Learning Objectives
Fundamental Management Information
Some of the Significant Civil Rights and Labor Laws
United States Supreme Court
Lesson Discussion
I. Introduction
II. Harassment
III. Sexual Harassment
IV. Equal Employment
V. Affirmative Action
VI. Seniority and Discrimination
VII. Reverse Discrimination
VIII. Civil Rights—Responsibility of the Supervisor/ Manager
IX. Supervising Minority Members
X. Age Discrimination
XI. Handicapped Employees
Unions
Introduction
I. National Labor Relations Board—Organizing a Union
II. Unions and Social Issues
III. Contract Negotiations
IV. Common Misconceptions about Unions
V. Important Facts about Unions
VI. Various Types of Unions
VII. The Supervisor/Manager and the Union
VIII. Unfair Labor Practices
IX. The Shop Steward
X. Equal Employment Opportunity Commission
XI. Summary of the Lesson
Case Problems
Practical Exercises
Self-Testing Examination
Answers to Case Problems
Answers to Self-Testing Examination
Chapter 9 The Supervisor/Manager’s Role in Occupational Health and Safety for Employees
Learning Objectives
Fundamental Management Information
Lesson Discussion
I. What OSHA Is
II. The Effect of the OSHA Law
III. The General Accident/Incident Problem
IV. Occupational–Vocational Accident/Incident Factors
V. The Cost of Accident/Incidents
VI. Accident/Incident Investigation
VII. Safety Rules
VIII. The Safety Program
IX. The Role of the Supervisor/Manager
X. An Example: Hospital Safety
XI. Summary
Case Problems
Practical Exercises
Self-Testing Examination
Answers to Case Problems
Answers to Self-Testing Examination