Management Of Professionals, Revised And Expanded (Food Science & Technology Series)

Management of Professionals......Page 1
Dedication......Page 3
Preface......Page 4
Contents......Page 6
I. INTRODUCTION AND OVERVIEW......Page 11
Contents......Page 0
II. WHO IS A PROFESSIONAL?......Page 12
A. The Scientist and Engineer......Page 13
C. The Staff Specialist......Page 14
IV. THE PROFESSIONAL AS A MANAGER......Page 15
B. Emotional Intelligence and Hard Work......Page 16
VI. MANAGEMENT: AN ART AND A SCIENCE......Page 17
A. Scientific Management......Page 19
B. Process/Functional Management......Page 20
E. Social Systems......Page 21
F. Management Science......Page 22
VIII. EMPHASIS OF THIS BOOK......Page 23
REFERENCES......Page 26
I. INTRODUCTION......Page 28
II. THE PLANNING PROCESS......Page 29
A. Definition of Strategic Planning......Page 30
B. Developing a Strategic Plan......Page 31
C. Pitfalls in Strategic Planning......Page 32
E. Articulating the Vision......Page 33
IV. TACTICAL PLANNING FOR OPERATIONAL SUCCESS......Page 34
V. EVALUATION OF PLANNING SYSTEMS AND THEIR RESULTS......Page 35
A. Linear Regression......Page 36
C. Correlation......Page 39
D. Moving Averages and Exponential Smoothing......Page 40
E. Simulation......Page 41
REFERENCES......Page 42
I. HISTORICAL DEVELOPMENT......Page 44
II. UNITY OF COMMAND......Page 45
III. DIVISION OF LABOR......Page 46
IV. LINE AND STAFF......Page 48
V. SUCCESSFUL BOUNDARY SPANNING TECHNIQUES FOR PROFESSIONALS......Page 49
VIII. SPAN OF MANAGEMENT......Page 51
IX. ORGANIZATIONAL DESIGN......Page 54
X. ORGANIZATIONAL CONFIGURATIONS......Page 55
A. Federal Law and Discrimination Court Decisions......Page 60
B. Hiring the Right Person......Page 62
XII. SUMMARY......Page 63
REFERENCES......Page 65
II. RESPONSIBILITY......Page 66
III. AUTHORITY......Page 67
IV. DELEGATION......Page 69
A. What and What Not to Delegate......Page 72
B. Initial Communication and Information Needed......Page 73
C. Steps for Effective Delegation......Page 74
D. Risks of Delegating Authority......Page 75
F. Benefits of Delegation......Page 76
VI. MANAGING THE RELATIONSHIP WITH YOUR BOSS......Page 77
A. Wage Incentives and Profit Sharing......Page 78
B. The Professional is Different......Page 81
C. Technical Manager Qualities......Page 82
D. Motivating the Research Professional......Page 83
E. The Impact of Incentives......Page 84
VIII. WAGE AND SALARY ADMINISTRATION......Page 86
C. Summary......Page 88
IX. CONTROL SYSTEMS......Page 89
X. SYSTEM AND INDIVIDUAL PERFORMANCE......Page 90
XI. MANAGEMENT INFORMATION SYSTEMS......Page 91
XII. CRITICAL PATH SCHEDULING......Page 92
REFERENCES......Page 96
I. THE MANAGERIAL ROLE IN DECISION MAKING......Page 98
II. THE DECISION-MAKING PROCESS......Page 99
A. Basic Steps in Systems Analysis......Page 100
B. The Decision-Making Steps......Page 102
C. Importance of Quality Decision Making......Page 103
D. Increased Number of Alternatives......Page 105
A. Expected Value......Page 106
B. Utility......Page 107
B. Some Common Mistakes in Decision Making......Page 109
VI. TIME MANAGEMENT......Page 110
A. Organization and Delegation......Page 111
B. People......Page 112
C. Incoming Work......Page 113
A. Shorter Work Days?......Page 114
B. Time-Based Management......Page 115
VIII. THE PROACTIVE MANAGER AND TIME MANAGEMENT......Page 116
REFERENCES......Page 117
I. UNDERSTANDING THE PROFESSIONAL......Page 119
A. Needs of Professionals......Page 120
B. Applications of Research Findings on Needs for Professionals......Page 122
II. CAUSES OF CONFLICT BETWEEN PROFESSIONAL EMPLOYEES AND ORGANIZATIONS......Page 123
B. Social Structure......Page 124
C. Perception......Page 125
D. Status......Page 126
E. Status Congruency......Page 127
IV. INFORMAL GROUPS AND THEIR SIGNIFICANCE......Page 128
B. Importance of Group Cohesion......Page 130
C. Groups in Professional Work Organizations......Page 132
V. GROUP DECISION MAKING AMONG PROFESSIONALS......Page 134
REFERENCES......Page 136
A. The Structure of Communication......Page 138
B. Formal Communication......Page 140
C. Informal Communication......Page 141
D. Dimensions of Communication......Page 143
E. One-way Versus Two-way Communication......Page 145
F. Role of Listening in Communication......Page 146
H. Effective Communication......Page 147
II. COMMUNICATING WITH THE PROFESSIONAL......Page 148
III. THE GRAPEVINE......Page 150
IV. NONVERBAL COMMUNICATION......Page 151
V. MAKING EFFECTIVE PRESENTATIONS......Page 154
VI. APPROACHES TO IMPROVING MANAGERIAL COMMUNICATIONS......Page 156
VII. NOISE AND COMMUNICATION......Page 157
A. The Cocktail Party Effect......Page 158
VIII. BARRIERS AND FAILURE TO COMMUNICATE......Page 159
IX. SUMMARY AND CONCLUSIONS......Page 161
REFERENCES......Page 164
I. OVERVIEW AND TRENDS......Page 166
A. Basic Managerial Steps in Motivating Professionals......Page 169
II. UNDERSTANDING THE MANAGERIAL FUNCTION......Page 170
A. Importance of the Facilitative Managerial Role......Page 171
IV. RELATIONSHIP BETWEEN EMPLOYEE SELECTION AND MOTIVATION......Page 172
A. Job Enrichment......Page 173
V. POPULAR AND USEFUL MOTIVATION MODELS......Page 174
A. Needs Theory: Maslow and Alderfer......Page 175
C. The Great Jackass Fallacy......Page 176
E. Motivation Hygiene Theory......Page 177
F. Similarities and Differences Among Motivation Theories......Page 179
H. The Performance –Satisfaction Relationship......Page 181
VI. DOES MONEY MOTIVATE?......Page 182
VII. HANDLING THE PROBLEM PROFESSIONAL......Page 184
VIII. PERFORMANCE EVALUATION AND MOTIVATION......Page 186
A. The Motivation Linkage......Page 187
B. What Should be Evaluated?......Page 188
C. Methods of Evaluation......Page 191
IX. MOTIVATING THE HEALTH PROFESSIONAL......Page 192
X. BUILDING THE PROPER MOTIVATIONAL ENVIRONMENT......Page 194
REFERENCES......Page 196
I. IMPORTANCE OF LEADERSHIP STYLE......Page 200
II. AUTOCRATIC LEADERSHIP......Page 201
III. BUREAUCRATIC LEADERSHIP......Page 203
IV. LAISSEZ-FAIRE LEADERSHIP......Page 204
V. DEMOCRATIC LEADERSHIP......Page 205
VI. CHOOSING AN APPROPRIATE LEADERSHIP STYLE......Page 208
A. Situational Leadership......Page 209
VII. EMOTIONAL PROFILE OF THE LEADER......Page 211
VIII. ONE-ON-ONE LEADERSHIP......Page 213
IX. RELATIONSHIP BETWEEN POWER AND LEADERSHIP......Page 214
A. Pitfalls to Avoid in Building a Proper Helping Relationship with Subordinates......Page 217
XI. SUMMARY AND CONCLUSIONS......Page 219
REFERENCES......Page 221
I. IMPORTANCE AND NATURE OF CHANGE......Page 223
B. Theorizing About Organizational Change......Page 226
III. THE TYPES AND PHASES OF CHANGE......Page 227
B. Impact Phase......Page 228
IV. CAUSES OF RESISTANCE TO CHANGE......Page 229
V. SPECIFIC METHODS AND TECHNIQUES FOR REDUCING RESISTANCE......Page 231
A. Reasons for Failure......Page 233
VI. ORGANIZATIONAL CRISES AND CUTBACK MANAGEMENT......Page 234
VII. THE TASK FORCE CONCEPT......Page 235
VIII. WHAT TO DO WHEN PARTICIPATION DOES MANAGEMENT......Page 236
IX. SUMMARY AND CASE STUDY......Page 237
A. Case Study for Organizational Change......Page 238
REFERENCES......Page 239
I. CONFLICT IN THE PROFESSIONAL WORK ENVIRONMENT......Page 240
A. Clear Lines of Authority and Responsibility......Page 242
B. Open Lines of Communication......Page 243
D. Reward and Discipline Processes......Page 245
A. Stress and Strain Defined......Page 246
B. Individual Reactions to Stress......Page 248
D. Effects of Stress on Industry......Page 249
E. Psychological Disorders......Page 250
F. Mergers, Acquisitions and Stress......Page 251
G. Stress and Strain Reduction Techniques......Page 252
V. STRESS AND DECISION MAKING......Page 254
VI. SUMMARY......Page 255
REFERENCES......Page 257
I. OVERVIEW......Page 259
A. Knowledge Management......Page 260
A. Work Groups......Page 261
III. ORGANIZATION-WIDE INCENTIVES AND EMPLOYEE INVOLVEMENT......Page 262
IV. MANAGEMENT BY OBJECTIVES AND EMPLOYEE INVOLVEMENT......Page 263
B. Components of MBO......Page 264
C. The Rise and Leveling Off of MBO......Page 265
V. MBO VERSUS TRADITIONAL MANAGEMENT......Page 268
VI. MBO CAN HELP INTEGRATE INVOLVEMENT AND CONTROL......Page 269
VII. MAKING MBO WORK FOR PROFESSIONALS......Page 270
A. Objective Setting......Page 271
B. Potential Barriers......Page 272
C. The Behaviorally Anchored Rating Scale......Page 273
D. Implementing MBO: Concluding Thoughts......Page 274
A. Limitations......Page 275
B. Improving MBO......Page 277
REFERENCES......Page 279
I. BASIC COMPONENTS OF ORGANIZATIONAL EFFECTIVENESS......Page 282
A. Effectiveness Begins with Good Planning......Page 283
C. Organizational Structure: A Major Tool of Effectiveness......Page 284
D. Job Design......Page 285
B. An Educated Professional Work Force is Not Automatically More Productive......Page 286
III. CAREER DEVELOPMENT IN THE PROFESSIONAL ORGANIZATION......Page 287
A. Importance of the First Job Assignment......Page 288
B. Avoiding Professional Obsolescence......Page 289
IV. WHAT’S AHEAD FOR LABOR RELATIONS?......Page 290
V. WHAT’S AHEAD FOR PROFESSIONALS?......Page 291
A. Problem Identification......Page 292
B. The High Performance Organization for Effectiveness......Page 295
REFERENCES......Page 296
I. CORPORATE HISTORY: THE BEGINNING......Page 298
A. Change Programs Attempted by MIDWEST......Page 300
B. Underlying Reasons for Failure of MIDWEST’s Change Programs......Page 307
II. RECOMMENDATIONS AND SUMMARY COMMENTS......Page 308
A. Post Script......Page 310