Management and supervisory practices for environmental professionals

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