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••
Contents VII
Responding to a Supervisory Dilemma 62

What Is Formal Planning? 63
Productivity 63
What Is Productivity? 63
News Flash! The Downsides of Planning 63
Why Is Productivity Important to the United States? 65
Planning and Level in the Organization 66
What Is the Breadth of Planning? 66
How Do Planning Time Frames Differ? 66
How Are Plans and Supervisory Levels Linked? 66
Can Continuous-Improvement Programs Be a Help in Planning? 67
Key Planning Guides 69
What Are Standing Plans? 69
What Are Single-Use Plans? 70
Comprehension Check 3-1 71
Something to Think About (and Promote Class Discussion) From the Past to the
Present 75
Goal Setting 76
How Were Goals Set in Years Past? 7 6
What Is the Key to Making Goal Setting Effective? 7 6
Why Might Goal Setting Work for You? 77
Self-Fulfilling Prophecy for Your Followers 77
Balanced Scorecard: The Natural Evolution of Goal Setting? 78
A Special Case of Planning: The Entrepreneurial Supervisor 78
What Is Entrepreneurship? 79
Do Entrepreneurs Possess Similar Characteristics? 79
How Do Entrepreneurs Recruit and Retain Employees? 80
What Supervisory Issues Are Faced By Entrepreneurs? 81
How Do Entrepreneurs Compare with Traditional Supervisors? 81
Enhancing Understanding 83
Summary 83
Comprehension: Review and Discussion Questions 83
Key Concept Crossword 84
Developing Your Supervisory Skills 85
Getting to Know Yourself 85
Building a Team 85
Setting Goals 85
Communicating Effectively 86
Thinking Critically 86
CHAPTER 4 Organizing 88
Key Concepts 8 8
Chapter Outcomes and Learning Objectives 89
What Is Organizing? 92
Basic Organizing Concepts 92
What Is Work Specialization? 92
What Is the Span of Control? 93
Something to Think About (and Promote Class Discussion) Return to Yesteryear 94
What Is the Chain of Command? 95
What Is Authority? 96
News Flash! Obeying Authority 96
Where Are Decisions Made? 98
What Are the Five Ways to Departmentalize? 99
From Departmentalization to Structure 102
•••
VIII Contents
A Simple Structure 102

The Functional Structure 103
The Divisional Structure 103
Matrix Structure 103
Project Structure 104
Team-Based Structure 105
The Boundaryless Organization 105
The Learning Organization 107
Organizing Your Employees 107
How Do You Identify the Tasks to Be Done? 108
What Is the Purpose of Job Descriptions? 108
Empowering Others Through Delegation 108
What Is Delegation? 109
Isn't Delegation Abdication? 110
Summary 112
Building a Team 114
Delegating 114
CHAPTERS Staffing and Recruiting 118
Key Concepts 118
The Human Resource Management Process 121
The Legal Environment of HRM 122
Something to Think About (and Promote Class Discussion) Is It Safe? 124
Employment Planning 125
How Does a Supervisor Conduct an Employee Assessment? 125
How Are Future Employee Needs Determined? 125
Recruitment and Selection 125
Where Do Supervisors Look to Recruit Candidates? 125
How Does a Supervisor Handle Layoffs? 127
Is There a Basic Premise to Selecting Job Candidates? 127
How Effective Are Tests and Interviews As Selection Devices? 129
News Flash! The Realistic Job Preview 131
Preparation for the Interview 131
Interview Questions You Shouldn't Ask 132
Interview Questions You Should Ask 132
Orientation, Training, and Development 133
How Do You Introduce New Hires to the Organization? 133
What Is Employee Training? 134
Performance Appraisals 13 6
Compensation and Benefits 136
How Are Pay Levels Determined? 136
Why Do Organizations Offer Employee Benefits? 137
Current Issues in Human Resource Management 13 7
Workforce Diversity 137
The Workplace: Reasonable Grounds for Romance? 137
What Is Sexual Harassment? 138
.
Contents IX
How Do "Survivors" Respond to Layoffs? 140

Comprehension Check 5-2 14 1
Summary 142
Key Concept Crossword 14 3
Building a Team 144
Interviewing 14 5
CHAPTER 6 Controlling 148

Key Concepts 148
The Control Process 151
How Do You Measure Actual Performance? 151
How Do You Compare Results with Standards? 152
When Should Corrective Action be Taken ? 156
Types of Controls 157
What Is Preventive Control? 157
When Are Concurrent Controls Used? 157
What Is Corrective Control? 158
The Focus of Control 158
What Costs Should You Control? 158
News Flash! On the Rocks 159
Why Pay Attention to Inventories? 161
What Is Value Chain Management? 162
Why the Focus on Quality? 163
What Are the Characteristics of Effective Controls? 164
Can Controls Create Problems? 165
Contemporary Control Issues 167
Is Employee Theft Increasing? 167
Something to Think About (and Promote Class D iscussion) Out with E-Mail 168
What Is the Sarbanes-Oxley Act? 169
Do Controls Need to Be Adjusted for Cultural Differences? 170
Summary 172
Building a Team 174
Establishing Budgets 174
CHAPTER 7 Problem Analysis and Decision Making 178

Key Concepts 178
The Decision-Making Process 181
X Contents
How Do You Identify the Problem? 181

How Do You Collect Relevant Information? 181
How Do You Develop Alternatives? 182
How Do You Evaluate Each Alternative? 182
How Do You Select the Best Alternative? 183
How Do You Implement the Decision? 183
How Do You Follow Up and Evaluate? 184
Decision Tools 184
What Are the Conditions of Decision Making? 184
What Is the Expected Value Analysis? 184
How Are Decision Trees Useful? 185
What Is Marginal Analysis? 186
Decision-Making Styles 186
What Are the Four Decision-Making Styles? 186
What's the Point of These Four Decision-Making Styles? 187
What Common Errors Are Committed in the Decision-Making Process? 187
Problems Versus Decisions 189
News Flash! Daily Delivery Decisions at UPS 189
How Do Problems Differ? 190
What Is the Difference Between Programmed and Non-Programmed Decisions? 191
Group Decision Making 191
What Are the Advantages of Group Decisions? 191
Are There Disadvantages to Group Decision-Making? 192
Is There a Guide for When to Use Group Decision-Making? 193
How Can You Improve Group Decision-Making? 193
Something to Think About (and Promote Class Discussion) Making Good
Decisions 194
Global Diversity in Decision-Making 195
Design Thinking in Decision-Making 196
Big Data in Decision-Making 197
Ethics in Decision-Making 19 8
What Are Common Rationalizations? 198
What Are the Three Views on Ethics? 199
Is There a Guide to Acting Ethically? 200
Summary 201
Building a Team 203
Becoming More Creative 203
Part 3 Motivating, Leading, Communicating,

and Developing 207
CHAPTER 8 Motivating Followers 208
Key Concepts 208
.
Contents XI

What Is Motivation? 211
Understanding Individual Differences 211
Can Personality Measures Predict Practical Work-Related Behaviors? 212
Do You Need to Develop Your Emotional Intelligence to Improve Your Supervision
Skills? 213
The Early Theories of Motivation 213
How Do You Focus on Needs? 213
Do Supervisors Focus on the Nature of People? 214
What Effect Does the Organization Have on Motivation? 214
Contemporary Theories of Motivation 216
What Is a Focus on Achievement? 216
How Important Is Equity? 217
Do Employees Really Get What They Expect? 218
Something to Think About (and Promote Class Discussion) Motivated to Do
What? 219
How Do You Create an Atmosphere in Which Employees Really Want to Work? 220
Designing Motivating Jobs 222
Motivation Challenges for Today's Supervisors 224
What Is the Key to Motivating a Diverse Workforce? 224
Should Employees Be Paid for Performance Or Time on the Job? 225
How Can Supervisors Motivate Minimum-Wage Employees? 226
How Are Contingent Workers Motivated? 227
What's Different in Motivating Professional and Technical Employees? 227
What Can a Supervisor Do to Improve Employees' Work-Life Balance? 228
News Flash! Making It Rain ... at Gravity 230
How Can Supervisors Use Employee Recognition Programs? 231
How Can Employee Stock Ownership Plans Affect Motivation? 232
Summary 233
Building a Team 235
Designing Jobs That Motivate 235
CHAPTER9 Leading Followers 238

Key Concepts 238
Understanding Leadership 241
Are Leaders Born or Made? 241
What Are the Traits of Successful Leaders? 241
What Is This Thing Called Charisma? 242
What Is Visionary Leadership? 244
How Do You Become a Leader? 246
Why Does a Leader Need Technical Skills? 246
How Do Conceptual Skills Affect Your Leadership? 246
How Do Networking Skills Make You a Better Leader? 246
What Role Do Human Relations Skills Play in Effective Leadership? 247
..
XII Contents
Something to Think About (and Promote Class Discussion} Growing New

Leaders 248
Leadership Behaviors and Styles 249
What Is Task-Centered Behavior? 250
What Are People-Centered Behaviors? 250
What Behavior Should You Exhibit? 250
Effective Leadership 251
News Flash! National Culture Could Affect Your Leadership Style 252
Contemporary Leadership Roles 252
Do Credibility and Trust Really Matter? 252
Why Are Credibility and Trust Important? 253
What If You Play Favorites? 254
How Can You Lead Through Empowerment? 254
Why Should Supervisors Engage Their Employees? 255
Leadership Issues Today 255
What Are Transactional and Transformational Leaders? 255
What Is Team Leadership? 256
What Is £-Leadership? 257
Is Leadership Always Relevant? 257
Summary 259
Building a Team 261
Mentoring Others 261
CHAPTER 10 Communicating Effectively 264

Key Concepts 264
What Is Communication? 268
The Communication Process 268
Methods of Communication 269
How Do You Communicate Orally? 269
Why Do You Use Written Communication? 270
Something to Think About (and Promote Class Discussion} What Is the Best Method
to Communicate Bad News? 270
Do Women and Men Communicate Differently? 2 71
Is Electronic Communication More Efficient? 271
What Issues Are Created By Instant Messaging and Text Messaging? 272
How Does Nonverbal Communication Affect Your Communication? 273
What Is the Grapevine? 273
Barriers to Effective Communication 275
How Does Language Affect Communication? 275
What Did you Say? 276
Did You Get My Message? 276
Do You See What I See? 276
What Do Roles Have to Do with Communication? 277
Is There a Preferred Information Medium? 277
How Does Honesty Affect Communication? 278
...
Contents XIII
How Can You Improve Your Communication Effectiveness? 2 79

News Flash! Twitter ... Social Benefit Or Social Disaster? 280
A Special Communication Skill: Active Listening 282
The Importance of Feedback Skills 283
What's the Difference Between Positive Feedback and Feedback for
Improvement? 283
How Do You Give Effective Feedback? 283
Summary 286
Key Concept Crossword 2 8 7
Getting to Know Yourself 28 8
Building a Team 288
Active Listening 289
CHAPTER 11 Developing Groups 292

Key Concepts 292
What Is a Group? 295
Why Do People Join Groups? 295
Understanding Informal Workgroups 296
What Are Norms and How Do They Affect Work Behavior? 296
News Flash! Solomon Asch and Group Conformity 297
Are Cohesive Groups More Effective? 298
What Is an Emergent Leader? 298
How Can Informal Groups Be Helpful? 298
Are There Ways to Influence the Informal Workgroup? 299
The Increasing Use of Teams 300
What Are the Different Types of Work Teams? 300
Turning Groups into Teams 301
The Five-Stage Model of Group Development 301
A Model of Development for Deadline-Driven Ad Hoc Groups 303
How Do You Build Effective Teams? 304
Team Challenges for Supervisors 305
What Obstacles Exist in Creating Effective Teams? 305
Something to Think About (and Promote Class Discussion) Fast Times! 306
How Can Team Obstacles Be Overcome? 307
Contemporary Team Issues 308
Why Are Teams Central to Continuous-Improvement Programs? 309
How Does Workforce Diversity Affect Teams? 309
What Challenges Exist When Supervising Global Teams? 310
When Are T earns Not the Answer? 311
Summary 312
Building a Team 314
.
XIV Contents
Developing Your Coaching Skills 314

Part 4 Appraisal, Safety, Negotiation, Change,

and Labor Relations 317
CHAPTER 12 Performance Appraisal 318
Key Concepts 318
The Purpose of Employee Performance Appraisals 321
When Should Appraisals Occur? 322
What Is Your Role in Performance Appraisals? 322
What Are the Legal Issues in Performance Appraisals? 323
Are There Appropriate Criteria for Appraising Performance? 326
How Do You Gather Performance Data? 327
Performance Appraisal Methods 327
What Are the Absolute-Standards Measurements? 327
How Do You Use Relative Standards? 329
Objectives 331
Potential Problems in Performance Appraisals 332
What Is Leniency Error? 332
How do Halo Errors Affect Appraisals? 332
What Is Similarity Error? 332
What Is Recency Error? 333
Something to Think About (and Promote Class Discussion) an Unfair Performance
Review 333
How Does Central Tendency Error Affect Appraisals? 334
Are You Inclined to Use Inflationary Pressures? 334
How Can You Overcome the Hurdles? 334
Responding to Performance Problems 336
What Do You Need to Know About Counseling Employees? 337
News Flash! The Anytime Feedback Tool at Amazon 337
Is Your Action Ethical? 338
Summary 340
Building a T earn 342
Conducting a Performance Evaluation 342
CHAPTER 13 Workplace Health and Safety 346

Key Concepts 346
Contents XV

The Occupational Safety and Health Act 349
What Are the OSHA Enforcement Priorities? 350
How Does a Supervisor Keep OSHA Records? 351
What Are the OSHA Punitive Actions? 353
Does OSHA Work? 354
Job Safety Programs 356
What Causes Work-Related Accidents? 356
How Can Accidents Be Prevented? 357
How Do Supervisors Ensure Job Safety? 357
News Flash! Causes Of Workplace Violence 358
A Special Case of Safety: Workplace Violence 359
Maintaining a Healthy Work Environment 360
How Do You Create a Smoke-Free Environment? 361
Something to Think About (and Promote Class Discussion) Save Lives,
Save Money: Make Your Business Smoke-Free 362
What Are Repetitive Stress Injuries? 362
Stress 363
Are There Common Causes of Stress? 364
What Are the Symptoms of Stress? 364
How Can Stress Be Reduced? 365
Helping the Whole Employee 365
Where Did EAPS Come From? 365
Why Provide Wellness Programs? 366
Summary 368
Building a Team 370
Developing Safety Skills 370
CHAPTER 14 Conflict, Politics, Discipline, and Negotiation 3 74

Key Concepts 37 4
What Is Conflict? 377
Is All Conflict Bad? 3 77
Where Do Conflicts Come From? 378
How Do You Manage Conflict? 378
What Resolution Techniques Can You Use? 378
Which Conflicts Do You Handle? 380
How Do You Choose the Appropriate Resolution Technique? 380
How Do You Stimulate Conflict? 381
How Cautiously Should You Proceed in Stimulating Conflict? 382
Understanding Organizational Politics 383
What Is Politics? 383
Why Does Politics Exist in Organizations? 383
Can You Play Politics and Still Be Ethical? 384
How Do You Know When You Should Play Politics? 385
.
XVI Contents
News Flash! Status in Organizations 386

The Disciplinary Process 387
What Types of Discipline Problems Might You Face? 388
Is Discipline Always the Solution? 388
Basic Tenets of Discipline 389
How Do You Lay the Groundwork for Discipline? 389
How Do You Make Discipline Progressive? 390
What Factors Should You Consider in Discipline? 392
What About the Law? 392
Negotiation 393
How Do Bargaining Strategies Differ? 393
How Do You Develop Effective Negotiation Skills? 394
Something to Think About (and Promote Class Discussion) Hand Me a Towel 395
Summary 397
Key Concept Crossword 39 8
Building a Team 399
Six Steps to Resolve Conflict 400
Disciplining an Employee 400
CHAPTER 15 Change Management 404

Key Concepts 404
News Flash! This Changes Everything 407
The Forces for Change 408
What Are the External Forces Creating a Need for Change? 408
What Are the Internal Forces Creating a Need for Change? 408
How Can Supervisors Serve as Change Agents? 409
Two Views of the Change Process 409
What Is the Traditional View of Change? 409
What Is the Contemporary View of Change? 410
Will You Face a World of Constant and Chaotic Change? 410
Why Do People Resist Change? 411
How Can You Overcome Resistance to Change? 412
Something to Think About (and Promote Class Discussion) Robot Doc 413
Stimulating Innovation 414
How Are Creativity and Innovation Related? 414
What Is Involved in Innovation? 415
What Is Disruptive Innovation? 415
How Can a Supervisor Foster Innovation? 416
Summary 418
Building a Team 420
..
Contents XVII
Innovation in the Workplace 420

Communicating Effectively 4 21
CHAPTER 16 Supervision and Labor 424

Key Concepts 424
What Is Labor Relations? 426
Why Do Employees Join Unions? 427
Labor Legislation 430
The Wagner Act 430
The Taft-Hartley Act 430
Other Laws Affecting Labor- Management Relations 431
How Are Employees Unionized? 433
News Flash! When the Union Arrives 434
Collective Bargaining 434
What Are the Objective and Scope of Collective Bargaining? 435
What Is the Collective Bargaining Process? 435
What Happens When Agreement Cannot Be Reached? 437
Something to Think About (and Promote Class Discussion) A Bitter Taste at the Coffe
House 439
Summary 441
Building a Team 443
Resolving a Grievance 443
POSTSCRIPT Personal Development 44 7

Introduction 44 7
What Is a Career? 448
How Do I Make a Career Decision? 448
Can I Increase My Chances for Getting into the Organization? 449
Where Can I Find Jobs Advertised on the Internet? 449
Preparing a Resume 449
Excelling at the Interview 450
Some Suggestions for Developing a Successful Career 451
Once You Get a Job Be Proactive and Find Yourself a Mentor 452
A Final Word 453
ANSWERS TO COMPREHENSION CHECKS AND CROSSWORD PUZZLES 454
GLOSSARY 463
INDEX 472
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PREFACE
New to This Edition

We have been pleased with the response to the previous edition of the textbook.
Reviewers and current adopters tell us that the content is solid and that the skill-
building exercises work well in the classroom. For the ninth edition, we have concen-
trated on refining the presentation and addressing the evolving roles that supervisors
are asked to embrace in today's workplace. Significant additions to the ninth edition
include the following:
Chapter 1
New section "Why Study Supervision?"
Chapter 2
Updates on Contingent Workforces
Chapter 3
Updates on Six Sigma Quality
Chapter 4
Updates on Teleworking
New Case Study "Push the Magic Button"
Chapter 5
New Case Study "Attracting the Perfect Candidate"
Chapter 6
Updates on Cost Reduction
Updated "Something to Think About- Out With E-mail"
Chapter 7
New "News Flash!- Daily Delivery Decisions at UPS"
New "Something to Think About- Making Good Decisions"
New section "Global Diversity in Decision Making"
New Case Study "Simply Orange Decisions"
Chapter 8
New "News Flash!- Making it Rain ... at Gravity"
Updates on Employee Recognition Programs
New Case Study "Naturally Motivated"
Chapter 9
New "Something to Think About- Growing New Leaders"
New Case Study "Insane Leadership Legacy"
Chapter 10
New "Something to Think About - What 1s the Best Method to Communicate
Bad News?"
Updates on Communication
.
XIX
XX Preface
Chapter 11
New Case Study "An Rx for Improved Teamwork in the Health-Care industry"
Chapter 12
New "Something to Think About- An Unfair Performance Review"
New "News Flash!- The Anytime Feedback Tool at Amazon"
New Case Study "Accentuate the Positive!"
Chapter 13
New Responding to a Supervisory Dilemma
Updates on OSHA Enforcement Actions
Updates on Workplace Violence
New Case Study "When Stress Kills"
Chapter 14
New Case Study "Dealing with Conflict at Nomura Holdings Inc."
Chapter 15
New "News Flash!- This Changes Everything"
New section "What is Disruptive Innovation?"
New Case Study "Poor Performance Forces a Make Over at Avon"
Chapter 16
New "Something to Think About- A Bitter Taste at the Coffee House"
New Case Study "A Slap Shot at USA Hockey"
Postscript
New section "Once You Get a Job Be Proactive and Find Yourself a Mentor"
Solving Teaching and Learning Challenges

Welcome to the ninth edition of Supervision Today!. We continue to present this book
in a way that our users have found useful. Many of you helped make the previous
editions of this book a resounding success. In this edition, we continue that trend and
make your reading experience even better.
In our quest to make this the most complete supervision text currently available,
we've taken into account feedback from our readers. We continue to present a book
that focuses on the basic elements of supervision-one that covers the essential and
traditional concepts in effectively supervising employees; that has a strong applied,
practical, and skill focus; and that is user friendly.
Most of us understand concepts better when we can relate them to our everyday
lives. In this edition, we help you build an understanding of supervising through real-
life concepts, examples, and practice. We believe that when you have an opportunity to
apply what you are learning-in an educational setting that encourages risk taking-
you will perform more effectively on the job. Moreover, in the process you will build
your supervisory skills portfolio!
We recognize that the supervisor's job continues its rate of dramatic change. Super-
visors are working with a more diverse workforce in terms of race, gender, and ethnic
background. Supervisors' jobs are constantly affected by technological changes, a more
competitive marketplace, and corporate restructuring and workflow redesign. Despite
all of these changes, supervisors still need to understand the traditional elements of
directing the work of others and the specific skills required: goal setting, budgeting,
scheduling, delegating, interviewing, negotiating, handling grievances, counseling
employees, and evaluating employees' performance.
Preface XXi
A good supervision text must address both traditional and contemporary issues.
We believe we've done this by focusing on relevant issues and by including lots of
examples and visual stimuli to make concepts come alive. The full-color design for-
mat captures visually the reality and the excitement of the supervisor's job. We've
also spent years developing a writing style that has been called "lively, conversa-
tional, and interesting. " That's just another way of saying that you should be able
to understand what we're saying and feel as though we're actually in front of you
giving a lecture. Of course, only yo u can judge this text's readability. We ask yo u to
read a few pages at random. We think you'll find the writing style both informative
and lively.
Developing Employability Skills

Today it's not enough simply to know about supervision; you need skills to succeed in
your supervisory efforts and in a rapidly changing job market. You should be aware
of your career options and how to go about developing a variety of skills. To focus on
developing your supervisory abilities, we offer our skill component in the Enhancing
Understanding and Developing Your Supervisory Skills sections at the end of each
chapter, which include the following features:
• Summary
• Comprehension: Review and Discussion Questions
• Key Concept Crossword
• Getting to Know Yourself
• Building a Team
• A step-by-step description of how to develop your skills in the area discussed
in that chapter
• Communicating Effectively
• Thinking Critically
These features are designed to help you build analytical, diagnostic, team-building,
investigative, and writing skills. We address these skill areas in several ways. For
example, we include experiential exercises to develop team-building skills; cases to
build diagnostic, analytical, and decision-making skills; and suggested topical writing
assignments to enhance writing skills.
Summary Just as Chapter Outcomes and Learning

Objectives clarify where you are going, chapter sum-
SUMMARY
maries remind you where you've been. Each chapter
Afrer reading this chapter, you can:
of this book concludes with a concise summary orga-
I. Explain the difference among supervisors, middle 4. Explain why the supervisor's role is considered
nized around the opening chapter outcomes and managers, and top management. Whereas all are ambiguous. A supervisor is ( 1) a key person (a critical
parr of the managerial ranks, rhey differ by their level communication link in rhe organization); (2) a person
learning objectives. in the organization. Supervisors are first-level man-
agers-they manage operative employees. Middle
in the middle (interacting and reconciling opposing
forces and competing expectations); (3) just another
manngers encompass all managers from those who worker (decision·making authority is limited, and
manage supervisors up ro those in the vice-presiden- supervisors may perform operating rasks alongside
Comprehension: Review and Discussion Questions These tial ranks. Top management is composed of the high-
est-level managers- those responsible for establishing
the same people they supervise); and (4) a behavioral
specialist (able to listen, motivate, and lead).
questions reinforce chapter content. If you have read the organization~s overall objectives and developing
the policies to achieve those objectives.
5. Describe the four essential supervisory competen-
cies. The four essential supervisory competencies
and understood the content of a chapter, you should be 2. Defme Sl•Pervisor. A supervisor is a first-level man-
ager who oversees the work of operative or non-man-
are technical, interpersonal, conceptual, and poliri~
cal competence. Technical competence reflects one's
able to answer the review questions, which are drawn agement employtts. ability to apply specialized knowledge or expertise.
Interpersonal competence is the obility to work with,
3. Identify the four functions in the management pro-
directly from the material in the chapter. The discus- cess. Planning, organizing, leading, and controlling understand, and communicate with others both i ndi~
vidually and in groups. Conceptual competence is
make up rhe management process. Planning involves
sion questions, on the other hand, tend to go beyond esrablishing the overall strategy and setting goals. one's mental ability to analyze and diagnose com-
plex situations. Political competence is the ability to
O rganizing involves arranging and grouping jobs,
comprehension of chapter content. They're designed allocating resources, and assigning work so activities enhance Olle'$ power by building a power base and
establishing the right connections in the organizotion.
can be accomplished as planned. Leading involves
to foster higher-order thinking skills. The discussion morivating employees, directing the activities of oth-
ers, communicating properly, and resolving confli(.."f
6. Identify the elements rhar are necessary to be success-
ful as a supervisor. Several elements are necessary
questions enable you to demonstrate that you not only among organizational members. Controlling involves
monitoring rhe organiz.11ion's performance and com-
to become a successful supervisor, including under~
standing that you're part of rhe management teant,
know the facts in the chapter but can also use those paring it wirh previously set goals. handling legitimate power properly, and recognizing
differences in employees.
facts to deal with more complex issues.
XXi i Preface
KEY CONCEPT CROSSWORD

Key Concept Crossword Crossword puzzles
using the key concepts from each chapter
1
I I I I , I I I I I I provide another way to reinforce compre-
hension on a level and in a way that you
r I I I I I I I" I I I I I I 6
may enjoy. Answers are provided in the

- -
- I' I I I I I I I - Solutions section at the end of the book.
-
I' I I I I I I I I I I I I I I -
- - - Getting to Know Yourself Before you can
r I I I 10
I I I I I I I I I
- effectively supervise others, you must
11
13
understand your current strengths as well
I" I I I I I I I I I I I as areas in need of development. To assist
- f-
in this learning process, we encourage you
f-
I" I I I I I '" I
18
I I I I I I" I I I I
to find and complete self-assessments.
- r- r-
- f-
I" I I I I I I I I f- Building a Team These exercises give
- '--- r-
-
119
I I I I I I f-
you an opportunity to work as a team,
- r- learning and practicing the supervisory
- f-
skills introduced in the chapter. By com-
'---
ACROSS DOWN bining your new knowledge and natu-
1. people who manage other managers 2. the process of getting things done, effectively and
3. competency in the ability to analyze and diagnose efficiently through and with people
ral talents, you will be able to practice
complex s~uations 4 . mon~OI'ing actMties
5. competency in the ability to work w~h and communicate 6. motivating employees a supervisory activity and assess your
w~hothers 1 1. competency in the ability to apply specialized knowledge
7. people responsille tor establishing an Ol'ganization's orexpenlse own progress.
overall goals 13. an employee who physically produces goods and s91Vices
8. conceptual, interpersonal, technical, and political 15. arranging and grouping jobs
9. the ability to demonstrate a behavior related to attaining 16. the primary activities supervisors perform
a performance goal Chapter Topic How-To Focus This section
, 0. doing the right task
12. planning, organizing, leadWlg, and controlting gives step-by-step instructions on how to
14. first-line managers
16. competency in the ability to enhance one's power develop a skill directly related to a topic
17. defining an 01ganization's goals
18. the systematic grouping of people to accomplish a addressed in the chapter.
specific purpose
19. doing a task right
Communicating Effectively In this fea-

ture, suggested writing projects help you
develop writing skills. Projects can also become presentations to reinforce verbal and
presentation skills.
Thinking Critically: Case Analyses Each chapter concludes with two case studies designed
to make you think critically as you make decisions regarding a supervisory issue. These
cases enable you to apply your knowledge to solve problems faced by supervisors. For
this edition, 11 of the cases have been replaced and updated with new topical situa-
tions dealing with current workplace issues.
Instructor Teaching Resources

Before you start a journey, it's valuable to know where you're headed so you can minimize
detours. The same holds true in teaching with a text. To make learning more efficient, we
continue to include the following features to enhance your interactions with students.
Chapter Outcomes and Learning Objectives Each chapter opens with a list of outcomes
and learning objectives that describe what students will be able to do after reading the
chapter. These outcomes and learning objectives are designed to focus student's atten-
tion on the major issues in each chapter. Each outcome and learning objective is a key
learning element.
Key Concepts Each chapter contains a list of the key concepts addressed in the chap-
ter. These terms represent critical comprehension areas. And through the Key Concept
Crossword, students can get feedback on how well they've understood the key concepts.
Preface xxiii
Responding to a Supervisory Dilemma These interesting chap- Responding to a Supervisory Dilemma

ter-opening stories focus on an issue regarding a topic that
will be discussed in the chapter. Although they have value, Orpnizations.,. ~but.,. ttam approacta ro ~~ and is
-nwuions c~ th<iT md~ muaurnl hori>ontaBy. Acxordiog ro
these vignettes are often overlooked. To address this problem, rional $UIICtW<S? By and Wge, d><
;um.w is no, traditional organiza·
Coogk.C<Jm, d><y pwposh'dy ,.,.,.
tain --~ opm cultun" oftrn associak'd
and to focus heavily on supervisory issues, all of our open- rional Anlcntres aft' Rill evident
oocby. - ...... somt_,;z.tions
wirh sunu~ in which Cftryorte
hands-on contributOI' and kds
is a
com~
... ~d><~-~ fonobk •hariog idoas and <>pinions.• 1
ing vignettes are posed as situational dilemmas. No matter nrional """"''""'..,.,... 00 pccen- Coot;l<'s lxnef"' packase •ko pbyo •
rial<mploj=. 0... such ccmpmy is major pact in attracting c:mplorcu.
where students may work as a supervisor, at some point in Coogk. Acrordiog ro forttu~,
Googlc(AJrbab<t is d>< No. I pbc.
Coogle: scares rhar, from empk>ycc
n:rimn<nt funds ro llxir &.,.lunch and
their career they will be faced with a difficult issue. Usually 10 wodc fo< d>< .....,th time in I 0 years.' What ,...n.
this orpniution to difkrmr from orhm:? Why an
dinnu pn:ICtllm, dxy stri\-e ro offer cusromilable ~
grams that suit d>< n«ds ol ...:h of llxit cmploy<n.
<mflo>us f\od::inj; 10 _.;zaliom such .. Coq;l<? What~ rould
the issue is one that goes beyond simply following the law. The ndirional -nizarional pynmid bas opera-
an emplo)u wane?
Which ocpniurional structure do you thinl:
ri,..,
..,ploj-..s at d>< bottom old>< trian(;l<. sup<n'ison worb lxst and why? Do you think tlx v<rtial struc-
These opening vignettes are designed to encourage students abo\--e them. middlt m:anagrn: abo\--e supavisors. and
oop .....,..,.._t
abo\'< aD C... Exhibit 1-1). This suue>
ture works bater in some cases. whereas the horiz.onlal
Smac:tut< wodcs b<tttr in oclxn? Would you pr<f<r a
to think about what they may face and to begin to develop a rurr is a \--ertial approach to msn:agrmnu in whKb dx
clecision-mal:ing is dont at d>< oop and onlen.,. scm
more rdax«.d 'WOd:i'* mvironmrnt or do rou I)Rfu
50ID«hing - SUUC'tUI'<d?
down 10 d>< opesarional<mploj-..s at d>< bottom ol tlx This book is abour the millions of supnvisors
plan of action for handling w orkplace dilemmas. -·izationa.l hionn:hy. Opet:ari.........plo)-... do- working in rocl:afs dyn:amic orpninrions and the
lux~ much say in chr oq;aniz:arion's optrarions. jobs d><y do in hdpiog th<iT cxpniuliom r.ach tlxir
CoocJc
USC$ a cross-funaiooal orsaniz::ational goals. This boot will inm>duoe you 10 d>< cballatgiltll
$tiUCtUI'<rombincd with • unique: philosophy. Tlxir acriviti<s and the npidly dw>&inll world ol supotY~
Margin Notes Key concepts identified at the beginning of each cross-functional organirational ~ is OliOI« ol a sion today!
chapter are set in boldface when they first appear in the chap-
ter. The marginal note defines the term for quick reference. •r-. •too ._ Cca,.-id 10 wor~c. ~or.- lOt"-..,.....,,...-........
. ..........~.........,,,.._...,.~~ ~ v.lOI'J.
NEWS FLASH!
THE SUPERVISOR'S ROLE IN MODERN ORGANIZATIONS
Fo r years, rhe role of the working o r fro m· line • Molding a product ive ream out of a mix of
supervisor has been considered by many organiza· full·timers, part· timers, " temps," and con·
rions ro be lirde more than a srepping·srone inro tract workers. News Flash! Because of the popularity of these
management. Business and managemem schools
devoted their artention primarily ro reaching prin·
• Implementation of quality and productiv-
ity programs such as ISO certification and
vignettes in previous editions, we continue to
ciples and theories applica ble to upper manage-
ment. Many professors figured their graduates
Six Sigma, just-in-time and lean manufactur- include them in this new edition. Each vignette
ing, and organizing work using self-directed
would hold down beginning supervisory roles for teams. presents an issue that highlights a distinction
a shorr period and then move imo something more
challenging. How things have changed!
• Enforcing the ever-growing number of employ-
ment laws pertaining to hiring and dismissal,
between traditional and contemporary supervi-
Today's organizations are complex. Some of
the complexity is a result, in part, of the following:
antidiscrimination, sexual harassment, disabil- sory roles. Each chapter contains a news flash
ity accommodation, workplace violence, Family
• A more culturally diverse workforce than ever and Medical Leave Act (FMLA) of 1993, item specific to the topics included in the chapter.
before. Occupational Safety and Health Administration
(co11titmed)
Something to Think About Supervisors make

many decisions every day. Some decisions
present clear answers based on legal and
Becoming a supervisor is a challenging opportunity. Some individuals look forward to "taking the helm"
company rules and regulations. Other reso- of a crew of workers, whereas others are put into this situation with little advance notice or training. As
lutions may not be so obvious. Students need you consider going into a supervisory position-Qr making yourself a more effective supervisor than you
are today-think about the following two areas:
to evaluate and think through a number of 1. List five reasons why you want ro be a 2. Identify five potential problems or difficulties
variables to develop an answer or course supervisor. rha t you may encounter when you become a
supervisor.
of action. These sections are excellent class
discussion starters, and are included in each
chapter to focus on the presented topics.
Focus on Comprehension Second-level headings are presented in the form of questions.

Each of these questions was carefully written to reinforce understanding of specific
information. After reading a chapter (or a section), students should be able to return
to these headings and answer the question. If students are unable to answer a question
or are unsure of their response, instructors will know exactly what sections students
need to reread or review, or where to place more of their effort. All in all, this format
provides a self-check on student reading comprehension.
XXiV Preface
Comprehension Check This is a quick "Are-you-

Comprehension Check 1-2 understanding-what-you're-reading?" feature. In
5. True or false?The transition from middle manager to top-level manager creates about as each chapter, there are two Comprehension Checks
much anxiety as going from worker to supervisor. with objective questions. These questions are
6. Which one of the following is an interpersonal competency? answered in the "Solutions" section at the end of
a. Specialized knowledge the book and offer quick feedback on whether stu-
b. Motivating others
c. Analyzing skills dents have understood what they read. If students
d. Enhancing one's power base have problems answering these questions correctly,
7. A _ is the ability to demonstrate a system and sequence of behavior that is functionally instructors can direct them to reread specific sec-
related to attaining a performance goal.
tions before moving on to new material in the
a. planning effort
b. political competency book. Of course, not every element of the chapter's
c. skill material can be tested, and simply answering these
d. successful planner
questions correctly does not guarantee comprehen-
8. Which one of the following items does not relate to stimulating individual and group
performance?
sion. But answering these questions correctly can
a. Listening indicate that students are making progress and that
b. Conducting group meetings learning has taken place.
c. Interviewing
d. Projecting charisma
Thinking Critically Critical thinking is also an important outcome. Several years ago,
training organizations began taking a hard look at themselves. Typically, they found
that their programs needed to expand language-based skills, knowledge, and abilities
across the curriculum. What outcomes did this achieve? In essence, it indicated the
need for all training programs to cover the basic skill areas of communication, critical
thinking, computer technology, globalization, diversity, and ethics and values. This
edition of Supervision Today! continues this feature to help students acquire these key
skills by upgrading levels of thinking from knowledge to comprehension and, finally,
to application. We convey relevant supervisory knowledge, give students an opportu-
nity to reinforce their comprehension, and demonstrate to the instructor how they can
apply the concepts.
Instructor Resource Center By VISitmg www.pearsonhighered.com/irc, instructors can

access a variety of print, digital, and presentation resources available with this text in
downloadable format. Registration is simple and gives instructors immediate access
to new titles and new editions. As a registered faculty member, you can download
resource files and receive immediate access to, and instructions for, installing course
management content on your campus server. In case you ever need assistance, Pear-
son's dedicated technical support team is ready to help with the media supplements
that accompany this text. Visit http://support.pearson.com/getsupport for answers to
frequently asked questions and toll-free user support phone numbers.
The following supplements are available for download to adopting instructors:
Supplements available to instructors at Features of the Supplement

www.pearsonhighered.com/irc
Instructor's Manual • Chapter-by-chapter summaries
• Examples and activities not in the main book
authored by Barbara S. Faries from
• Discussion questions
Mission College, Santa Clara, CA
• Example figures
• Additional exercises
• Solutions to all questions and problems in the book
Another random document with
no related content on Scribd:
The world has been cursed by sin. There is in it both the good and
the bad, both food and poison. God has placed us in the world that
we may as Christians, do the work which Elisha did in his day. When
we look about us, how many people we see who have been
poisoned. There are murderers, suicides, thieves, robbers, liars, all
these are acting in the way they act and live, because they have in
them poison. It is well for us to understand that we need not expect
in this world to find the good unmixed from the evil. Christ prayed
that God would not take His own out of the world, but that He would
keep them from the evil in the world, and we are taught in the prayer
called the Lord’s Prayer, “Lead us not into temptation, but deliver us
from evil.” As God’s children, we cannot mix with the children of this
world. We cannot allow the amusements of this world and its
allurements to lead us away from God and His Kingdom. We are in
the world, but not of it. We are but pilgrims, passing through, on the
way to the country of God, but all that we are and have are in this
world; just as all the herbs were thrown into the pot, but there is also
poison there. Is there any pleasure, without its tinge of pain? Is there
any hope without the presence of a cloud? Is there any expectation
without some kind of a disappointment? But Christ is our Elisha. The
poison in the pot can be removed and He will remove it for us. The
pleasures of the world may be rendered sweet and pure. The work of
this world can be raised to the highest dignity. The power of this
world may be turned to the highest good of all. We are not left
helpless and hopeless.
II. The temptations of the world are the fire under the pot.
The question of temptations is a very interesting one, for the

Christian. There are many who find their greatest trouble in
temptations. They are not able to distinguish a temptation from a sin,
and confusing them, they look upon themselves as very great
sinners, because they have very great temptations. This is a false
idea. A temptation is a trial. All temptations are not evil. There are
also temptations that lead us to noble action. God is not tempted of
evil, neither does He tempt to evil, but He does tempt us to the good,
and indeed, He permits Satan to ply us with temptations, and we by
overcoming these temptations may grow strong and pure.
Christ, the sinless man, was in the world, full of temptations, but
He overcame them. His temptations were genuine, they were sinful,
they would have proven destructive, but He overcame them and He
overcame them without sin.
It matters not what the temptation may be, however dark and
sinful, it is with you as to the result of that temptation in your life.
“Yield not to temptation,
For yielding is sin.”
It is the yielding that is sin. Resist the devil, and he will flee from
you. Make friends of him and he will live with you. He will become a
part of you, he will drag you down, he will work your destruction.
How often we realize that dark, sinful thoughts, pass through our
minds. They are sins like a black cloud, sweeping over the beautiful
landscape of the soul. Well, does this constitute sin? By no means. It
is only when these thoughts remain in the mind, when we harbor
them, when we become fond of them; this is what forms sin in the
soul. It is your work to expel them, to drive them out, to hate them.
Paul said, When I would do good evil is present with me. How true
this is with us today. Even in our holiest exercises, such as prayer,
praise, worship, sin is found lurking in our aspirations after God.
Selfishness enters our prayers, selfishness frequently inspires our
holiest hopes, selfishness poisons our love, doubt weakens our faith,
and so we find in our religion and its life, the element of sin. This is
the death in the pot.
So the whole Bible deals with the problem of sin. The plan of
salvation is simply the plan for removing sin from within and from
without us. The mission of Christ is to save the sinner from his sins.
Frequently Christians get the idea that salvation is to bring us at last
to Heaven; well, that is in a manner true, but remember that is the
last work of salvation, bringing us to Heaven. Salvation deals with
thousands of things in our lives here, before we are ready for
Heaven. And indeed we can never enter Heaven with sin in our
natures. Sin must be rooted out here in some manner. So we have
our Elisha, he can and does remove the death from the pot. He is
the bread of life, the water of life, in which there is no poison.
I beg you, therefore, to take this text with you. Ponder over its
deep meaning. Apply its truths to your own life, come to our Elisha
that He may remove the death from your pot. Try and understand the
deep meaning of your religion and that it is a rule of life for every-day
living. That it furnishes you with the wisdom and the power to
overcome all the sin within you and all the temptations without you.
Therefore watch and pray. Be diligent in season and out of season
and put your trust in your Elisha, and He will make all things work
together for your good. This is His promise.
The Reward of the Righteous.

“For ye are not as yet come to the rest and to the
inheritance which the Lord your God giveth you.”—Deut. 12:9.
A description of Paradise is always acceptable to the humble
believer. He is seeking the rest, the inheritance, which God has so
abundantly promised in His word. So our God has not omitted to give
us glimpses of this Heavenly rest. We have gathered together our
own sweet bundle of sentiments regarding it. They are ever a
blooming garden of flowers by our pathway. We are to so live that we
may daily prepare for this Home of the Soul. Hezekiah was ordered
to set his house in order. He was reminded that he would soon be
called to enter into this rest prepared for the people of God. He had
something to do first, however—to set his house in order.
We sadly realize that in the study of this deep question our
knowledge of that country which is our eternal home, can be but
faint. Paul saw something of its glory but would not undertake to
describe it. And the glowing descriptions which John gives us in his
Revelation, are most difficult to understand. They are figures, they
are poorly drawn pictures, outlines, photographs, of that Celestial
Clime and its Holy Inhabitants. But it confirms our hopes, invigorates
our strength, ennobles our efforts. Then let us study today something
and somewhat of this Happy Land.
I. The Character of the Reward, the Inheritance.
The Israelites were worn and weary, with the desert journey. For
forty years they had been wanderers, pilgrims, in a land of sand,
rocks, barren waste and mountains. God so blessed them that their
garments did not wear out, and He gave them water from the rocks
and food from Heaven and flesh from the far countries. But this was
not enough. They had been promised a land that flowed with milk
and honey, a land of rest, an inheritance. God had promised to
Abraham that He would give them the land of Canaan for a
possession, and that it should be inherited by all his children forever.
While this promise had been made centuries before their trials in the
Wilderness, yet God had not forgotten His pledge and His people
had not forgotten His promises. The great encouragement which
Moses always brought forward that their strength might be renewed,
was that God had made them a promise of a land of their own. With
all their trials and disappointments, their mistakes and their failures,
their doubts and perplexities, God was with them and the Land of
Canaan was just beyond the Jordan.
It is well for us to keep in mind the journey of the Israelites,
between the Red Sea and the Jordan; between the land of slavery
and the land of liberty. For indeed we are making just such a journey
now. We are on the march to our Heavenly Canaan. It is called a
rest. It is called an inheritance. What blessed descriptions these are!
We could want no better.
This wilderness of sin is a land of weariness. The way is hard, the
mountains to climb are high. The rocks which cut our feet are many.
The loads which we carry cause so often fainting, almost death.
There is no rest here. We have temporary resting places where we
may sleep and refresh ourselves. But the day comes, and its work,
its weariness. Even in our religious lives and work, we experience
the same fatigue, we are exhorted not to grow weary in well doing,
not to faint by the way, why? Because we are in a land of weariness,
of toil, of exhaustion!
“To him that overcometh, I will give a crown of life. To him that
overcometh, I will make a pillar in the temple of my God and they
shall go out no more.” Our abiding place there will be as permanent
as the pillars of the temple. We cannot be removed. Surely we will
not want to go out any more. We will be satisfied to dwell in the
temple of God forever. Then it is called an inheritance. Our children
inherit our possessions. There is no law to prevent them from
coming into what has belonged to us. It is their own when we leave it
by every right of human and Divine law.
II. Our Saviour is the faithful witness of this promised land.
Moses, you remember, sent spies into Canaan that they might
bring back a report of the land which God had promised to Abraham
and his descendants. These spies returned. Only two, Caleb and
Joshua, brought back a good report. The majority report was very
discouraging indeed, so much so, that the Israelites turned back
again.
There are many in this world who have a bad report of the
Promised Land which the text tells us, is to be our rest and our
inheritance. Will you listen to them? If so, you will also turn back and
continue wandering in the wilderness of sin. Do not forget that Satan
is one of these spies. He will tell you false things regarding your
religion, your brethren, your Saviour, your God and Heaven. This is
his business. He is always at it. You find many Christians who do not
think much about Heaven, they consider it a dream, they contend
that this is their Heaven, hence they place little value on all the
reports in the Bible concerning this land. But we have a true witness,
our Joshua, our Jesus. He came from that country. He knows its hills
and dells, its clime, its fruits, its joys, its eternal delights. He has left
us His report. It is absolutely true. He has seen and heard and tasted
and He speaks as a true witness. He said to His disciples on the eve
of His departure, “I go to prepare a place for you, that where I am,
there ye may be also. In my Father’s house are many mansions, if it
were not so I would have told you.” “If ye believe in God, believe also
in me.”
God liberated His people from Egypt. He raised the iron heel of
oppression from the necks of His people. He led them forth. He
brought them into Canaan. His omniscience guided them. His
omnipresence was ever with them. He brought them to an end of the
toil, labor, dust, pains, weariness of the wilderness journey. The
same God is leading us to a much better country. In this country
there are no enemies, as there were in Canaan. No battles will be
fought, no sickness will be endured, no trials to pass through, no
fading sunsets and following dark nights, no losses, no crosses, for
“All the former things are passed away, behold, I make all things
new.”
Jesus says, “I am the living bread of which if any man eat, he shall
nevermore hunger.” He has broken down the middle wall or partition,
so that we can enter into the very presence of God. Paul speaks of
His work when he says, “By whom also we have access by faith into
this grace wherein we stand and rejoice in the hope of the glory of
God.” Yes, the glory of God, that glory which shall be reflected from
our hearts and faces when we stand complete before God. John
says, “It doth not appear what we shall be, but we know that when
He shall appear, we shall be like Him, for we shall see Him as He is.
And every one that hath this hope in him, purifieth himself even as
He is pure.” We shall be like Him! These are not misty descriptions
of our rest and inheritance! They are real photographs. We need not
doubt, we need not fear. It doth not appear what we shall be, but in
that beautiful habitation of the soul, we will be more beautiful than
the beautiful home which God has prepared.
III. But this rest and inheritance will be the reward of the faithful.
We should not deceive ourselves for not every one will enter.
There are many in this world who confidently expect to enter this
Heavenly Canaan, but they have no passport. If you were to take a
trip through Europe and Asia, it would be necessary for you to
procure from the proper officials of this country a passport, for
without this you would not be permitted to go through these
countries. You would be looked upon as some kind of an enemy. The
passports to Heaven are goodness and faithfulness. Not the
goodness, however, which this world creates and loves and prizes.
Christ said to the young nobleman who came to Him and wanted to
know what good thing he could do to enter the kingdom of Heaven,
“Why callest thou me good, there is none good but God.” This young
man said that he had kept all the commandments from his youth up,
now if he had done that and we have no reason to doubt it, for Christ
looked on him and loved him, then this young man was really good
as this world calls goodness; but mark you he did not enter the
“Kingdom of God,” for he went away very sorrowful, for he was very
rich. Oh! he was very rich!
He had his own little heaven, he had his own little bundle of
goodness, he had his own passport, but these did not suffice, for the
Kingdom of God. These were of no value in this Kingdom.
I was born in a slave state. When I was a little boy, my mother
being very poor, sent me out on a very cold day to the river bank to
gather up a bundle of wood. I gathered up the wood and tied it into a
bundle and placed it on my head. I started home. It was a large
bundle and grew very heavy as I walked along. It was painful to my
head and I became tired. I staggered under the burden, I thought
that I could not reach the house, but I kept on. At last I got home and
almost fainted. But what a relief it was to me and what a comfort it
became to my mother. As we sat that night by the crackling fire, I
thought, well it was worth all it cost me. The pleasure it gave my
mother, the family, and satisfaction it gave me to know that I had
done this and all were now enjoying it, was my reward, my rest. But
mark you, it was the reward of goodness and faithfulness. If I had
been a disobedient boy, would I have had that reward? Would I have
had that enjoyment? Would I have had the approval and the love of
my mother? Never, never! So it is with us today. We must carry our
burdens, and the burdens of others. We have always a double load
on our shoulders, this makes it doubly heavy. Sometimes we nearly
faint under it, the road seems to have no end, we are almost tempted
to throw down the load, but can we? If we really desire to enter that
beautiful city beyond the river of death, the load which God has
given us, must be carried to the very end. We can drop that load
when we come to the river, when the death angel tells us that it is
enough and that our Father wants us to come home.
You are to serve your brother-man, you are to love him, to pray for
him, and to love and pray for your enemies. This is the load, this is
the work that is to be done! Without the cross there is no crown,
without the weights there are no wings, without the prayers there will
be no praises! “Well done, good and faithful servant; thou hast been
faithful over a few things, I will make thee ruler over many things.
Enter thou into the joy of thy lord.” This is the welcome plaudit. Do
you long to hear that plaudit? Then be faithful today and tomorrow
and throughout life.
IV. This place is called rest.
After the victory there is peace. After the labor there is rest. After
the pain there is pleasure. This world is not our abiding place, our
peace-place. As long as man lives on the earth he has various
inducements to sin. Enemies within and without are continually
organizing against him. Satan is seeking to devour him with lust and
sin. He too often, alas! renounces his allegiance to his God, he
forgets his Saviour, he turns away from the practice of his religion.
Worldly pleasures allure him, they deceive him, they intoxicate. Ten
thousand are the ways of this world to lead the humble pilgrim
astray. The Israelites wandered in the Wilderness forty days, but it
was only a seven days march from Egypt to Canaan; Why did they
wander? Because they sinned. The flesh is lusting against the spirit
and the spirit against the flesh. When we would do good evil is
present with us. What a mighty conflict this life of wandering is!
But blessed be God there are no haunts of innocent (?)
amusement to entice you from pure holiness, in Heaven! No dens to
rob men and women of their virtue, no pit-falls of saloons and
gambling hells to lead astray the holy inhabitants of that land of rest,
none of these things are to be found there! The ungodly rich man,
the oppressor of the poor, the robber, the thief, these are all cast into
the lake where the worm dieth not and the fire is not quenched.
There is the place of our Eternal Rest. It is a mountain where
heavenly pastures grow and the rivers of life gently flow. It is here
that we shall know as we are known. Here ignorance is forever
banished and we see face to face. God help as to enter this rest and
to obtain this inheritance.
Our Legacy.
Peace I leave with you.—John 14:27.
Dear Brethren, in entering upon the work of this district two years
ago I found that the ship had sprung a leak, the sails were furled,
many of the crew had deserted the ship and left her to the mercy of
the waves. There seemed to be a heavy cloud over the church, her
banners had been trailing in the dust. I look back and almost
shudder and wonder what would have been the fate of the church
had things drifted on as I found them. I wonder if there were any
here who at that time would have believed our report and to whom
the arm of the Lord would have been revealed. I ask the question
now, shall the church in Trenton sink, shall her doors be closed, shall
her banner be dust covered? No, never, so long as God says “Thou
shalt live.” So like Paul at Athens I take courage and preach the
Gospel to you that your strength may increase and your faith grow
stronger.
Bro. Joseph Long was the first man I saw, to whom I delivered my
message. He said go ahead, my son, sound the trumpet and we will
rally to the standard though the host of hell surround us. I accepted
the situation, seeing that there was a great field of usefulness before
me. I saw and felt my inability to do any good or to be of any service
to the church unless God was with me. So I consecrated myself
anew to God and made a complete surrender. My own capabilities
united with yours, we brought our forces into line and began the
battle which you have fought so nobly and bravely against every
obstacle. You have been faithful soldiers, and may be called
veterans in the cause of Christ. The enemy has been many times
defeated and main victories have been won and the cause has been
greatly advanced, but the time of our separation is drawing nigh, our
communions will soon cease, they have been very sweet and
precious to me, very helpful, your kindness has been like the bud on
the tree continually swelling, and blossoming for my own pleasure
and profit. Like David, we have cried from the bottom of our hearts,
How long, O Lord, How long shall the wicked reign? Save thy
people, bless thine inheritance, feed and lift them up for ever. You
have proven your loyalty to the church at large, your efficiency in the
church here, I commend your integrity, your faithfulness. Your warm
hearts have beat continually for the success of the church during this
pastorate.
The old heroes have gone home to their reward. Their seats are
vacant, their work is complete but we have entered into their labors
and their memory is still precious among us. They are still with us in
spirit, they are looking down from the battlements of glory and are
witnessing our race here below. They have been described as a
cloud of witnesses. Therefore we are to lay aside every weight and
the sin that doth so easily beset us and run with patience the race
that is set before us. Their skill and bravery we should imitate, their
example we should copy, their life of service we should relieve. Oh!
Could many of those old warriors awake from their graves and revisit
old Mt. Zion and stand on her battleground, to tell us of the contests
through which they had passed and to show us the scars which they
had received while fighting the battle of the Lord, how often they
have witnessed the going and coming of ministers, having listened to
their sad farewells, I am sure that we would take courage today and
rejoice that we are a part of that grand procession, some of which
are now in glory, some of which are crossing and some of which are
still on this side. These old veterans of glory are not here to shake
our hands; they have risen from the bloody battlefield of earth to the
sun lit hills of eternity and have washed their robes and made them
white in the blood of the Lamb. Some that I met two years ago are
not here tonight to shake our hands, to be with us in this farewell
exercise, where are they? Where is father Crusen and Sister Layten,
Tolson, Phinley, Reley and Rachel Conover. Young men, I ask you
tonight where is Enoch Limehouse, Jimmie Vroom and others of your
companions? Parents and Sabbath School teachers, I ask you
where are the Scotts, the Sees and Lily Wright and others whom I
met here two years ago? They have gone down to the grave, they
are mouldering in their graves. But this shattered Mt. Zion church is
the same now as then, a few pillars are left. Brothers Long, Johnson,
Fisher, Jones, Ward, Ayers, Charna, Sisters Long, Ward, Perine,
Hall, Scroden, Hutchens, Lewis, Harriet, Charmer, and a host of
others, we have stood together through these years and are one
tonight in spirit and in truth. Our spirits have shared each other’s
burdens, each other’s sorrows, we have mingled our tears.
Your Christian advice, tender care, loyal friendship, all these have
helped me on my way to the better land. You have performed your
part well, a uniform desire to contribute to the harmony of all. Your
zeal for the growth of the church when it seemed to be dying, your
constant watching for its highest welfare, have often caused me to
say, “I was glad when they said to me, let us go into the house of the
Lord.” Although we separate here in sorrow we will meet in a place
where sorrow is unknown. Do you promise to meet me there? March
on, ye Soldiers of the Cross, be not afraid, God is your helper, He
will not desert you! Keep your eyes on the city whose builder and
maker is God. Do not grow weary in well-doing nor faint by the way.
Christ said, My peace I leave with you. I can say my blessings I
leave with you. Let us pray for each other and look forward to the
time when we shall meet to part no more. Farewell!
Articles and Contributions
An Echo to the Manager’s Call.

Mr. Editor: In your issue of June 21, 1877, an article appears,
emanating from the business manager, indicating trouble ahead. He
says that from the very fact of the editor receiving two letters to his
one, and the supporters of our publishing department placing the
major portions of their communications on the wrong current, the
most pernicious effect is designed to flow through the stream of
intellectual knowledge gleaned from the columns of the Christian
Recorder.
I have only to ask my brethren, Can we, as pillars of the porch that
leads to the great temple of African Methodism, sit still on our easy
chair and hear such powerful peals of thunder ringing through our
ears, constantly coming from the subverting clouds now overhanging
our manager’s head?
Let us burst loose the bands of oppression, open the prison door
and set the captive free. Give the manager a fair start in the race,
and then if he die (as he says the death warrant has been served on
others who had charge of the concern), let us bury him in a
recreant’s grave. As to the department being whittled away by the
ministry, I would like to ask, Mr. Editor, who is responsible for that? Is
there not a prescribed mode of bringing these would-be men to
justice? These vipers that creep through the money till of all our
departments and from their atrocious dereliction or their villainous
designs to defraud the connection out of what is rightfully due it?
These things are actually undermining the foundation of our Church.
Put them between the upper and lower millstones and grind them as
fine as powder. Do not let us all suffer from the effect of the same
blow. The blow the Doctor struck has shocked the connection like a
mighty earthquake. Now the question goes from every loyal fort
along the line, “Who are these whittlers?” Again, the manager says
there is a wolf howling about the door of his sanctum, and that
unless there be sufficient food to satisfy his demands, at no distant
date there will be a burst up. I again ask, Cannot this eternal howling
be stopped?
Now, the manager says that our articles of commendation and
sweet pats on the shoulder, telling him to go ahead with the engine
without anything to propel it, does not amount to much. He wants
action—noble, sublime, Godlike action—such as will place him on
the road to success. Then, brethren, let us act. According to the
report made at the General Conference of 1872, we have three
hundred thousand members, seven thousand preachers in our
connection. Let a Sabbath be set apart and let it be universally
known throughout the Church, and one-fourth of a dollar be collected
from each member. This would give us the nice little sum of $75,000.
Say that the preachers give one dollar each, including bishops,
managers, editors and all others, which would make a total of
$82,000. Would not this stop the howling wolf and save the
department? The echo is, Yes! Then, brethren, let us awake from our
sleep. Call the forces to the front, wheel into line, fire on the enemy,
and the victory is ours. I will guarantee one-fourth of a dollar from
each one of my members, and not only one dollar from myself, but
five, at whatever time may be mentioned as a day for this purpose in
the interests of the Book Concern.
A. H. NEWTON.
Algiers, La., July, 1877.
The Race Problem Solved at Asbury Park.

For the Christian Recorder.
New Brunswick, N. J., August 2, 1890.
Mr. Editor.
Sir: As a native of the “Old North State” myself, it is but natural that
I should feel some pride in every honor or mark of respect paid to
her honored sons; and yet, sir, when I see metropolitan papers,
whose politics are not very favorable to our race, teeming with praise
of the speeches made, with some very remarkable quotations of
opposition to the “Force Bill,” or apologizing for certain reasons why
it should not become a law; when I see certain gentlemen denied by
those in authority not especially committed to our side of public
questions regarding our interest, it is but natural that some of us
should become alarmed lest these honors are received and
bestowed at the terrible expense of compromising the rights of our
race.
We are forced to believe that President Grandison must have
committed himself with all the force of his eloquence on the beach at
the park to thirty thousand people in favor of the Force Bill. We are
also led to believe that our popular friend Dr. Sampson was very
conservative in his Fourth of July speech. But now comes out one of
the leading illustrated journals with all the pictures of these orators of
the Fourth at the park, and the Doctor is made to say if a colored
man is discriminated against or in any way persecuted in regard to
his rights, that it ought to stimulate him to greater effort to make
himself more worthy, and to not only make himself the equal, but the
superior of the other men. With other compromising remarks, and
after several highly pleasing speeches on the beach to the
multitudes from the hotels, it is said that the Doctor and founder,
Bradley, repaired to the dining rooms of the different hotels and told
the colored help when and where they might be allowed to bathe.
Was this arrangement made by the Doctor with Mr. Bradley for the
colored people? Will these two North Carolinians answer this
question? Were they paid one hundred dollars for these speeches,
and were they properly quoted in the New York World? I mean
President Grandison, of Bennett College, as to his views on the
Force Bill delivered at the park or elsewhere, and also Dr. Sampson
on the Race Problem, delivered on the grand stand on the Fourth of
July at the park. I understand that my old friend did say that a
Negro’s occupation should not be above that of a servant, for he
must know well how to discharge the duties belonging to this sphere
before he is able to meet the more responsible duties of life. I ask
the Doctor if this is all true.
Yours respectfully,
A. H. NEWTON.
31 French Street, New Brunswick, N. J.
Intemperance.
By Miss Ada A. Newton.
Intemperance is a fatal evil. What are felons, murderers and
thieves but men who began drinking but moderately, just for fashion
or to see how it tasted? From drinking moderately they go on taking
a little more each time, until finally they become confirmed
drunkards. How common it is to hear a wife say, Ah! He was a good
husband before he began drinking. There was nothing he thought
too good for me. How we pity the drunkard’s wife and children! The
little ones are made to suffer for the doings of their father, for God
says that “the iniquities of the fathers are visited upon the children
unto the third and fourth generation, while His mercy is shown unto
thousands that love Him and keep His commandments.” How
careful, then, should all be to guard against this evil. The cup that
has the glow of ruby at last biteth like a serpent and stingeth like an
adder.
Let us give an illustration that all may see the course of this sin.
Here is a rich man who has a son; he indulges him beyond measure;
he teaches him in youth to drink wine. At first he makes a wry face
and tells his father that he does not like it and cannot drink it. His
father scorns and ridicules the idea, and tells him that unless he
drinks some he will never become a man. So the little fellow drinks
because it is his father’s desire and not his own. He soon acquires a
thirst for the poisonous cup, and when he comes to manhood’s
estate he drinks often and freely. At last he drinks too much and
becomes intoxicated—yes, intoxicated! This is his first step to ruin;
the habit has been formed. His father is now much mortified. He
threatens to disinherit him if he does not stop drinking, but it is too
late. The father has laid the foundation and the son has built on it,
and neither of them is now able to undo what has been done and
fixed into a habit. His mother begs him to never again touch the
deadly drug. For her sake he promises and takes the pledge. There
is great rejoicing now. His father, mother, friends, all rejoice at the
reclamation; the son has reformed! Yes, he has reformed. His eyes
lose their redness and become bright and lustrous. He attends
diligently to his business. After a while he marries. Then the rejoicing
is universal. All delight at the great reformation. But alas! how frail is
human nature. Soon after his marriage he meets at the tavern his old
chums. He has perfect confidence in himself. He knows he will not
drink again. His pride asserts itself. His old companions are gleeful
and congenial; they ask him to drink. He pays no attention to them.
Then they sneer, they ridicule, they appeal to his manhood, they
accuse him of being tied to his wife’s apron strings. To prove to them
that he is not all that they declare, he takes one drink, then another
and another, and soon he is beastly drunk. Then they kick him out.
His wife watches for him, then she watches over him, and he does
not return, so it seems. He is now detained on business; he has an
engagement at the club, at the lodge. How little does she know how
soon she is to be bowed down and broken under grief! She watches.
It is midnight; she meets him at the door with a glad heart; the sight
is heart-sickening. She reels and faints. He is fearfully intoxicated!
When he is able to reason, she reasons with him, but in vain. Down,
down he goes from one step to another, until from a large mansion
he brings her to live in a cellar. Who is that grinning monster the
boys are pelting in the street? And who is that emaciated creature
entreating the boys to let the miserable wretch whom she calls her
husband go home? The once noble husband and the once beautiful
wife! What has brought them so low? What has caused her misery,
her anguish? Rum, rum, rum; nothing but the demon RUM!
Oh, young man, if you only knew the harm that the social glass
does you, the misery that it brings, the death that follows, you would
cast away the poison and turn from it now, before it is eternally to
late. “Touch not, taste not the unclean thing, for wine is a mocker and
strong drink is raging.”
Algiers, La.
From Arkansas.
Mr. Editor: You have not heard from us for several months, not
because we have lost interest, for we have always stood among the
active workers of the Church, but we have been very busy. The last
time we wrote you from the South we were in the State of
Tennessee.
In the month of October last year Bishop Brown ordered us to
strike our tent and move to Arkansas. With the knapsack of faith and
the musket of truth we came and engaged in the contest, taking
charge of Little Rock.
The Little Rock Conference is composed of some of the noblest
and most energetic men in the Church. They work, sing and fight
against Satan like men of war, determined to conquer although they
die in the battle. Elder J. T. Jenifer, so well known throughout our
widespread connection as a pioneer of African Methodism, erected a
new church edifice at Little Rock, a monument that can never be
forgotten, and to be admired by unborn generations. Bishop Brown
and J. F. A. Sisson, P. E., contributed their share towards the
construction of this model of beauty. H. H. Petigrew, P. E., John A.
Jones, S. A. Patten and R. A. Sinquefield are the pioneers of African
Methodism in this State, and their labors have been given entirely to
the Christian Church. Their affectionate and kind-hearted spirits draw
every one near to them in the fullest confidence, and none can but
love and cherish them.
The Conference is divided into eleven districts and is cared for by
good and faithful presiding elders who are not afraid of the truth,
though dark and gloomy clouds oppose them on every hand. We
have several churches in course of construction in this State which
will be ornaments when completed.
In Little Rock the work is in a prosperous condition. We are
preparing to hold the Conference on the 9th of November, 1876.
Bishop T. M. Ward is now with us on his way to the South Arkansas
Conference. Our church is not yet completed, and we are about four
thousand dollars in debt; but, thank the Lord, we were successful in
paying off $1200 this year. We have 483 members, who say that
they are determined to succeed. We have 229 scholars in the
Sunday School and 25 officers and teachers. We have not done
much for the Recorder, but we intend to fall into line. “Hold the fort,
for we are coming!” (“Yes, but hurry up!”)
King Cotton has a powerful influence in this State, and the same is
true of another king—Alcohol. There are 113 rum shops in Pine Bluff
and 108 in Little Rock. Thousands of people are inquiring for the
byways to hell, and, comparatively speaking, very few are inquiring
the way to heaven. Over $1,000,000 are spent in this State annually
for rum and tobacco.
On September 25th we visited the Conference of Tennessee, held
in Pulaski, where we met many smiling faces and hearts and
enjoyed a hearty shake of many hands.
A. H. NEWTON.
Little Rock, Ark., October 18, 1876.
Algiers, La.
Algiers is situated on the north bank of the Mississippi River, about
one hundred miles distant from the Gulf. It is connected with New
Orleans by ferry boats, which run every five or ten minutes. There is
not much enterprise here, as all the business is done in the city. It is
not a separate parish from the city, as one mayor controls the affairs
of both places. Beelzebub has his headquarters here, and his court
and his orders take the premium. The Sabbath is not respected.
Mechanics labor and stevedores flock and flutter about the ships.
You will find human beings as thick on the ballroom floor on Sunday
as fleas on a dog’s head. And this is only a substitute for the
wickedness indulged in here on the Sabbath. But our Church is
progressing. We have just had a glorious revival. Our forces were
drawn up in line in pitched battle with the devil and artillery of hell.
After a heavy conflict for several weeks the battle subsided. When
the smoke was over we picked up thirty souls happily converted to
God. Bishop Ward was with us about eight weeks ago. He organized
a new mission work in this city. He threw two or three bombshells
against the forces of Catholicism, crippled, wounded and captured
several of their troops, and moved on down the line, leaving the boys
to push the battle to the gate.
A. H. NEWTON.
June 21, 1877.
Word from Algiers, La.

Mr. Editor: Elder A. H. Newton has charge of the branch of African
Methodism of Algiers, La. When Elder Newton arrived in Algiers he
found the church in an almost hopeless condition, there being but
ten members belonging to the fold, and as far as Sabbath School
was concerned, they hardly knew what it meant. The majority of the
people of color are Catholics. There are three Catholic churches to
one Methodist church, therefore he had to labor under great
disadvantages, but with King Jesus as his Captain, the Bible as his
shield, he fought the battle bravely and gained the victory. Our
church now is in a prosperous condition. We are doing a good work.
Instead of ten members we have ten times ten, and they are coming
to the fold every day. We have the finest Sabbath School in the State
of Louisiana. There are one hundred and seventy-five members, and
still they come. Our superintendent, Prof. J. H. Corbin, is alive to our
Sabbath School. He is pious, kind and educated. The children all
love him, and in no Sunday School throughout our entire connection
could you find a better superintendent than he. He is also the
principal of the colored school of Algiers. Our musical director, Prof.
S. W. Otts, is also one of our bright stars. He makes the walls of Zion
ring with melodies from the “Gospel Songs.” Miss O. B. Flowers, the
assistant principal of the colored school of this city is also a noble
worker in our Sabbath School. As a teacher she is interesting, and
she is also the embodiment of Christian forbearance. We have a
very intelligent corps of teachers, and, altogether, our school is
progressing quite rapidly. When Elder Newton came to Algiers there
was not a book in the Sabbath School library, not even a Testament;
but with the help of God we have been enabled to get Testaments,
Bibles and Catechisms, and we also have an organ. All this has
been done in three months. In another three months we have hopes
of as much more being accomplished. Our agent for the Christian
Recorder is Mrs. Lula L. Newton. She sells as many papers as are
sent her, and could sell as many more if she had them. The people
take quite an interest in the paper, simply because it is edited and
published by our own color.
For the last week we have had a practical effort, six souls have
been added to our number and we have prospects of as many more.
Algiers bids fair of becoming one of the strongholds of the
connection. In the city of New Orleans, Bishop Ward (blessings on
his venerable head!) has organized a new mission, which the elder
in charge—Elder Cargile—with the help of the Lord and good
management, is making a good charge. The people in this city are
very wicked, some of them, although in a Christian land and among
Christian people, are worse than heathen. They have never read the
Bible. The Bishop, knowing this, organized the mission in the most
wicked portion of the city, and it is progressing finely.
ADA A. NEWTON.
April 4, 1877.
Word from Algiers, La.

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(Original PDF) Organizational Behavior 18th Edition by

Stephen P. Robbins • David A. DeCenzo • Robert Wolter

Responding to a Supervisory Dilemma 62

A Simple Structure 102

How Do "Survivors" Respond to Layoffs? 140

CHAPTER 6 Controlling 148

CHAPTER 7 Problem Analysis and Decision Making 178

How Do You Identify the Problem? 181

Part 3 Motivating, Leading, Communicating,

Chapter Outcomes and Learning Objectives 209

CHAPTER9 Leading Followers 238

Something to Think About (and Promote Class Discussion} Growing New

CHAPTER 10 Communicating Effectively 264

How Can You Improve Your Communication Effectiveness? 2 79

CHAPTER 11 Developing Groups 292

Developing Your Coaching Skills 314

Part 4 Appraisal, Safety, Negotiation, Change,

CHAPTER 13 Workplace Health and Safety 346

Responding to a Supervisory Dilemma 348

CHAPTER 14 Conflict, Politics, Discipline, and Negotiation 3 74

News Flash! Status in Organizations 386

CHAPTER 15 Change Management 404

Innovation in the Workplace 420

CHAPTER 16 Supervision and Labor 424

POSTSCRIPT Personal Development 44 7

ANSWERS TO COMPREHENSION CHECKS AND CROSSWORD PUZZLES 454

New to This Edition

Solving Teaching and Learning Challenges

Developing Employability Skills

Summary Just as Chapter Outcomes and Learning

KEY CONCEPT CROSSWORD

may enjoy. Answers are provided in the

Communicating Effectively In this fea-

Instructor Teaching Resources

Responding to a Supervisory Dilemma These interesting chap- Responding to a Supervisory Dilemma

Something to Think About Supervisors make

Focus on Comprehension Second-level headings are presented in the form of questions.

Comprehension Check This is a quick "Are-you-

Instructor Resource Center By VISitmg www.pearsonhighered.com/irc, instructors can

Supplements available to instructors at Features of the Supplement

The question of temptations is a very interesting one, for the

The Reward of the Righteous.

I. The Character of the Reward, the Inheritance.

II. Our Saviour is the faithful witness of this promised land.

IV. This place is called rest.

An Echo to the Manager’s Call.

The Race Problem Solved at Asbury Park.

Word from Algiers, La.

Word from Algiers, La.

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