(Ebook) Management Of Professionals Revised And Expanded 2nd Edition by Richard Shell ISBN 0824708296 9780824708290

(Ebook) Management Of Professionals Revised And Expanded 2nd Edition by Richard Shell ISBN 0824708296 9780824708290

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ISBN 10: 0824708296
ISBN 13: 9780824708290
Author: Richard Shell

(Ebook) Management Of Professionals Revised And Expanded 2nd Edition Table of contents:

1 Successfully Managing the Professional: The Challenge

I. INTRODUCTION AND OVERVIEW

II. WHO IS A PROFESSIONAL?

III. THE SPECIAL CHARACTERISTICS OF PROFESSIONALS

A. The Scientist and Engineer

B. The Health Professional

C. The Staff Specialist

D. Women As Professionals

IV. THE PROFESSIONAL AS A MANAGER

A. Personality and Managing Oneself

B. Emotional Intelligence and Hard Work

V. MANAGEMENT DEFINED

VI. MANAGEMENT: AN ART AND A SCIENCE

VII. MANAGEMENT THEORY AND THOUGHT

A. Scientific Management

B. Process/Functional Management

C. Human Relations

D. Behavioral Science

E. Social Systems

F. Management Science

G. Systems and Contingency

VIII. EMPHASIS OF THIS BOOK

REFERENCES

2 Planning and Forecasting for Success

I. INTRODUCTION

II. THE PLANNING PROCESS

III. STRATEGIC PLANNING FOR LONG-RANGE SUCCESS

A. Definition of Strategic Planning

B. Developing a Strategic Plan

C. Pitfalls in Strategic Planning

D. Implementation

E. Articulating the Vision

F. Conclusion

IV. TACTICAL PLANNING FOR OPERATIONAL SUCCESS

V. EVALUATION OF PLANNING SYSTEMS AND THEIR RESULTS

VI. BASIC FORECASTING METHODS

A. Linear Regression

B. Curvilinear Regression and Curve Fitting

C. Correlation

D. Moving Averages and Exponential Smoothing

E. Simulation

VII. COST AND ACTIVITY INDEXES

VIII. SUMMARY

REFERENCES

3 Organizing and Staffing

I. HISTORICAL DEVELOPMENT

II. UNITY OF COMMAND

III. DIVISION OF LABOR

IV. LINE AND STAFF

V. SUCCESSFUL BOUNDARY SPANNING TECHNIQUES FOR PROFESSIONALS

VI. PROFESSIONALS AS LINE MANAGERS

VII. PROFESSIONALS AS STAFF ADVISORS TO LINE MANAGERS

VIII. SPAN OF MANAGEMENT

IX. ORGANIZATIONAL DESIGN

X. ORGANIZATIONAL CONFIGURATIONS

XI. SELECTION OF PERSONNEL

A. Federal Law and Discrimination Court Decisions

B. Hiring the Right Person

XII. SUMMARY

REFERENCES

4 Directing and Controlling

I. INTRODUCTION

II. RESPONSIBILITY

III. AUTHORITY

IV. DELEGATION

V. HOW TO DELEGATE EFFECTIVELY

A. What and What Not to Delegate

B. Initial Communication and Information Needed

C. Steps for Effective Delegation

D. Risks of Delegating Authority

E. Why Managers Don’t Delegate

F. Benefits of Delegation

VI. MANAGING THE RELATIONSHIP WITH YOUR BOSS

VII. INCENTIVES AND MOTIVATION

A. Wage Incentives and Profit Sharing

B. The Professional is Different

C. Technical Manager Qualities

D. Motivating the Research Professional

E. The Impact of Incentives

VIII. WAGE AND SALARY ADMINISTRATION

A. Variable Pay

B. Team-Based Pay

C. Summary

IX. CONTROL SYSTEMS

X. SYSTEM AND INDIVIDUAL PERFORMANCE

XI. MANAGEMENT INFORMATION SYSTEMS

XII. CRITICAL PATH SCHEDULING

XIII. SUMMARY

REFERENCES

5 Decision Making and Time Management

I. THE MANAGERIAL ROLE IN DECISION MAKING

II. THE DECISION-MAKING PROCESS

III. SYSTEMS ANALYSIS AIDS DECISION MAKING

A. Basic Steps in Systems Analysis

B. The Decision-Making Steps

C. Importance of Quality Decision Making

D. Increased Number of Alternatives

E. Summary

IV. DECISION-MAKING TECHNIQUES

A. Expected Value

B. Utility

V. TEAM DECISION MAKING AND SOME COMMON MISTAKES

A. Decision Making in Teams

B. Some Common Mistakes in Decision Making

VI. TIME MANAGEMENT

A. Organization and Delegation

B. People

C. Incoming Work

VII. TIME-COMPRESSED MANAGEMENT

A. Shorter Work Days?

B. Time-Based Management

VIII. THE PROACTIVE MANAGER AND TIME MANAGEMENT

IX. SUMMARY

REFERENCES

6 Individuals and Groups: Needs and Behavior in Professional Work Organizations

I. UNDERSTANDING THE PROFESSIONAL

A. Needs of Professionals

B. Applications of Research Findings on Needs for Professionals

II. CAUSES OF CONFLICT BETWEEN PROFESSIONAL EMPLOYEES AND ORGANIZATIONS

III. CULTURE AND STATUS

A. Subculture

B. Social Structure

C. Perception

D. Status

E. Status Congruency

F. Summary

IV. INFORMAL GROUPS AND THEIR SIGNIFICANCE

A. Nature of Informal Group Control

B. Importance of Group Cohesion

C. Groups in Professional Work Organizations

V. GROUP DECISION MAKING AMONG PROFESSIONALS

VI. SUMMARY

REFERENCES

7 Building Effective Communication

I. WHAT IS NEEDED FOR PROFESSIONALS

A. The Structure of Communication

B. Formal Communication

C. Informal Communication

D. Dimensions of Communication

E. One-way Versus Two-way Communication

F. Role of Listening in Communication

G. Communication in a Multicultural Workplace

H. Effective Communication

II. COMMUNICATING WITH THE PROFESSIONAL

III. THE GRAPEVINE

A. Making Constructive Use of the Grapevine

IV. NONVERBAL COMMUNICATION

V. MAKING EFFECTIVE PRESENTATIONS

VI. APPROACHES TO IMPROVING MANAGERIAL COMMUNICATIONS

VII. NOISE AND COMMUNICATION

A. The Cocktail Party Effect

VIII. BARRIERS AND FAILURE TO COMMUNICATE

IX. SUMMARY AND CONCLUSIONS

REFERENCES

8 Motivating Today’s Professional

I. OVERVIEW AND TRENDS

A. Basic Managerial Steps in Motivating Professionals

II. UNDERSTANDING THE MANAGERIAL FUNCTION

III. ATTAINMENT OF MUTUAL AGREEMENT ON JOB EXPECTATIONS AND GOAL SETTING

A. Importance of the Facilitative Managerial Role

IV. RELATIONSHIP BETWEEN EMPLOYEE SELECTION AND MOTIVATION

A. Job Enrichment

V. POPULAR AND USEFUL MOTIVATION MODELS

A. Needs Theory: Maslow and Alderfer

B. McGregor’s Theory X and Theory Y

C. The Great Jackass Fallacy

D. McClelland’s Learned Needs Theory

E. Motivation Hygiene Theory

F. Similarities and Differences Among Motivation Theories

G. Application of the Herzberg Theory

H. The Performance–Satisfaction Relationship

VI. DOES MONEY MOTIVATE?

VII. HANDLING THE PROBLEM PROFESSIONAL

VIII. PERFORMANCE EVALUATION AND MOTIVATION

A. The Motivation Linkage

B. What Should be Evaluated?

C. Methods of Evaluation

IX. MOTIVATING THE HEALTH PROFESSIONAL

X. BUILDING THE PROPER MOTIVATIONAL ENVIRONMENT

XI. SUMMARY

REFERENCES

9 Leading Professionals

I. IMPORTANCE OF LEADERSHIP STYLE

II. AUTOCRATIC LEADERSHIP

III. BUREAUCRATIC LEADERSHIP

A. Bureaupathic Behavior

IV. LAISSEZ-FAIRE LEADERSHIP

V. DEMOCRATIC LEADERSHIP

VI. CHOOSING AN APPROPRIATE LEADERSHIP STYLE

A. Situational Leadership

VII. EMOTIONAL PROFILE OF THE LEADER

VIII. ONE-ON-ONE LEADERSHIP

IX. RELATIONSHIP BETWEEN POWER AND LEADERSHIP

X. GOOD LEADERS ARE GOOD HELPERS

A. Pitfalls to Avoid in Building a Proper Helping Relationship with Subordinates

XI. SUMMARY AND CONCLUSIONS

REFERENCES

10 Change Processes in the Professional Environment

I. IMPORTANCE AND NATURE OF CHANGE

II. CHANGE THEORIES

A. Action Research for Change

B. Theorizing About Organizational Change

C. Components of Comprehensive Change Theory

III. THE TYPES AND PHASES OF CHANGE

A. Threat Phase

B. Impact Phase

C. After-Effect Phase

IV. CAUSES OF RESISTANCE TO CHANGE

V. SPECIFIC METHODS AND TECHNIQUES FOR REDUCING RESISTANCE

A. Reasons for Failure

VI. ORGANIZATIONAL CRISES AND CUTBACK MANAGEMENT

VII. THE TASK FORCE CONCEPT

VIII. WHAT TO DO WHEN PARTICIPATION DOES NOT WORK

IX. SUMMARY AND CASE STUDY

A. Case Study for Organizational Change

REFERENCES

11 Organizational Conflict and Stress

I. CONFLICT IN THE PROFESSIONAL WORK ENVIRONMENT

II. TECHNIQUES TO REDUCE CONFLICT

A. Clear Lines of Authority and Responsibility

B. Open Lines of Communication

C. Employee Interdependency

D. Reward and Discipline Processes

III. MANAGING STRESS

A. Stress and Strain Defined

B. Individual Reactions to Stress

C. How to Cope with Stress

D. Effects of Stress on Industry

E. Psychological Disorders

F. Mergers, Acquisitions and Stress

G. Stress and Strain Reduction Techniques

IV. STRESS AND BURNOUT

V. STRESS AND DECISION MAKING

VI. SUMMARY

REFERENCES

12 Involvement Management

I. OVERVIEW

A. Knowledge Management

II. INVOLVEMENT TEAMS AND GROUPS

A. Work Groups

III. ORGANIZATION-WIDE INCENTIVES AND EMPLOYEE INVOLVEMENT

IV. MANAGEMENT BY OBJECTIVES AND EMPLOYEE INVOLVEMENT

A. The Concept

B. Components of MBO

C. The Rise and Leveling Off of MBO

V. MBO VERSUS TRADITIONAL MANAGEMENT

VI. MBO CAN HELP INTEGRATE INVOLVEMENT AND CONTROL

VII. MAKING MBO WORK FOR PROFESSIONALS

A. Objective Setting

B. Potential Barriers

C. The Behaviorally Anchored Rating Scale

D. Implementing MBO: Concluding Thoughts

VIII. FINAL ANALYSIS OF MBO

A. Limitations

B. Improving MBO

IX.SUMMARY

REFERENCES

13 Managerial and Organizational Effectiveness: An Epilogue

I. BASIC COMPONENTS OF ORGANIZATIONAL EFFECTIVENESS

A. Effectiveness Begins with Good Planning

B. Planning Technology

C. Organizational Structure: A Major Tool of Effectiveness

D. Job Design

II. THE EDUCATED PROFESSIONAL

A. New Credentials Requirements

B. An Educated Professional Work Force is Not Automatically More Productive

III. CAREER DEVELOPMENT IN THE PROFESSIONAL ORGANIZATION

A. Importance of the First Job Assignment

B. Avoiding Professional Obsolescence

IV. WHAT’S AHEAD FOR LABOR RELATIONS?

V. WHAT’S AHEAD FOR PROFESSIONALS?

A. Problem Identification

B. The High Performance Organization for Effectiveness

VI. CONCLUSIONS AND IMPLICATIONS

REFERENCES

Appendix Case Study for Organizational Change

I. CORPORATE HISTORY: THE BEGINNING

A. Change Programs Attempted by MIDWEST

B. Underlying Reasons for Failure of MIDWEST’s Change Programs

II. RECOMMENDATIONS AND SUMMARY COMMENTS

A. Post Script

Index

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