Supervisory Training and Development Manual Chapter10 - Table of Contents by Gene Levine Associates

SUPERVISORY TRAINING AND DEVELOPMENT MANUAL
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A comprehensive manual authored By: Gene Levine, Gene Levine Associates
Management Advisors - Since 1965

TABLE OF CONTENTS

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CHAPTER I. SUPERVISION DEFINED

CHAPTER II.    DEVELOPING PROFESSIONAL SUPERVISORS

CHAPTER III. MEETING PRODUCTION SCHEDULES

CHAPTER IV. QUALITY ASSURANCE

CHAPTER V. TIME STUDY AND THE SUPERVISOR’S ROLE IN EFFICIENCY AND COST AVOIDANCE

CHAPTER VI. UNDERSTANDING INCENTIVE PAYROLL PROCEDURES

CHAPTER VII. WAGE INCENTIVE PLANS

CHAPTER VIII. IMPROVING ATTENDANCE

CHAPTER IX. REDUCING LABOR TURNOVER

CHAPTER X
      PEOPLE DEALINGS AND MOTIVATION

A.      MOTIVATION - THE KEY TO MAKING PEOPLE WORK!

1. Introduction to Motivation
2. Our Need Is To Understand the Needs of Others
3. The Greatest Need of People Is To Be Themselves

B.      MASLOW’S MOTIVATION THEORY

Level 1: Physical Needs
Level 2: Security Needs
Level 3: Social Needs
Level 4: Ego Needs
Level 5: Self-Fulfillment

C.      PEOPLE PROBLEMS: CAUSES

D.      DOUGLAS McGREGOR’S THEORY "X" AND
THEORY "Y"

1. Theory X:
2. Theory Y:

E.      SOME SUGGESTED WAYS TO SOLVE THE PEOPLE PROBLEM

F.      HOW TO UNDERGO POSITIVE CHANGES IN YOUR ORGANIZATION

1. Definition of Human Relations
2. Objective of Human Relations
3. Definition of Motivation
4. Objective of Allowing People to be Themselves While at Work

G.      THE CHALLENGE OF "RESISTANCE" IN TODAY’S HUMAN RELATIONS TECHNOLOGY

1. What is Resistance?
2. Why Do People Resist Change?
3. Understanding the "Why" of Resistance
4. What Resistance Should Tell You

H.      USE OF PARTICIPATION

1. Explain:
2. Be Alert:
3. Meetings:
4. Encourage:
5. A Word of Caution About Participation In Changes

I.      PEOPLE DEALINGS

1. Morale

a. Identifying
b. Who Is Management?
c. How Close Can You Get?
d. A Reasonable Approach

2. Dissatisfaction

a. Criticism
b. Absolute Versus Relative Dissatisfaction
c. Setting Goals

3. Direction

a. Skip No Steps
b. The Need to Interact

4. Motivation

a. Motivations Change
b. Always Keep the Goal Clearly In-Sight

5. Control

a. Areas of Control
b. Find Their Potential And Let Them Achieve It

6. Attitude

a. Long-term Employees
b. Terminate?

7. Seven People Dealing Ideas That Motivate

a. Flatter Your People With Your Personal Interest.
b. Be Consistent In Your Treatment Of Your People.
c. Build Up the Confidence and Pride of Your People by Regularly Consulting With Them.
d. Always Set an Example.
e. Treat Ideas With Interest, Consideration, And Respect
f. Own To Your Errors – Honestly
g. Make Facts Flow Freely

8. The Secret of Succeeding is Y O U

J.      KEY INGREDIENTS OF SUCCESSFUL MOTIVATION

K.      EMPOWERMENT:

1. State the specific problem
2. Maintain objectivity
3. Record solutions
4. Screen solutions and prioritize
5. Decide on most preferred solution
6. Have another session that shows plan of attack
7. Implement plan

INDICATORS OF PEOPLE ORIENTED COMPANIES

L.      EMPOWERMENT, MODULES AND THE SUPERVISOR

CHAPTER XI. SUPERVISOR'S GUIDE TO UNION AVOIDANCE

APPENDIX A    Job Description Questionnaire
APPENDIX B     Example Job Description - Industrial Engineering

APPENDIX C    Gene Levine Associates – Basic Time Study Test

PASSOUTS (Included only in seminar editions of this manual)

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CHAPTER I.	SUPERVISION DEFINED
CHAPTER II.	DEVELOPING PROFESSIONAL SUPERVISORS
CHAPTER III.	MEETING PRODUCTION SCHEDULES
CHAPTER IV.	QUALITY ASSURANCE
CHAPTER V.	TIME STUDY AND THE SUPERVISOR’S ROLE IN EFFICIENCY AND COST AVOIDANCE
CHAPTER VI.	UNDERSTANDING INCENTIVE PAYROLL PROCEDURES
CHAPTER VII.	WAGE INCENTIVE PLANS
CHAPTER VIII.	IMPROVING ATTENDANCE
CHAPTER IX.	REDUCING LABOR TURNOVER
CHAPTER X PEOPLE DEALINGS AND MOTIVATION A. MOTIVATION - THE KEY TO MAKING PEOPLE WORK! 1. Introduction to Motivation 2. Our Need Is To Understand the Needs of Others 3. The Greatest Need of People Is To Be Themselves B. MASLOW’S MOTIVATION THEORY Level 1: Physical Needs Level 2: Security Needs Level 3: Social Needs Level 4: Ego Needs Level 5: Self-Fulfillment C. PEOPLE PROBLEMS: CAUSES D. DOUGLAS McGREGOR’S THEORY "X" AND THEORY "Y" 1. Theory X: 2. Theory Y: E. SOME SUGGESTED WAYS TO SOLVE THE PEOPLE PROBLEM F. HOW TO UNDERGO POSITIVE CHANGES IN YOUR ORGANIZATION 1. Definition of Human Relations 2. Objective of Human Relations 3. Definition of Motivation 4. Objective of Allowing People to be Themselves While at Work G. THE CHALLENGE OF "RESISTANCE" IN TODAY’S HUMAN RELATIONS TECHNOLOGY 1. What is Resistance? 2. Why Do People Resist Change? 3. Understanding the "Why" of Resistance 4. What Resistance Should Tell You H. USE OF PARTICIPATION 1. Explain: 2. Be Alert: 3. Meetings: 4. Encourage: 5. A Word of Caution About Participation In Changes I. PEOPLE DEALINGS 1. Morale a. Identifying b. Who Is Management? c. How Close Can You Get? d. A Reasonable Approach 2. Dissatisfaction a. Criticism b. Absolute Versus Relative Dissatisfaction c. Setting Goals 3. Direction a. Skip No Steps b. The Need to Interact 4. Motivation a. Motivations Change b. Always Keep the Goal Clearly In-Sight 5. Control a. Areas of Control b. Find Their Potential And Let Them Achieve It 6. Attitude a. Long-term Employees b. Terminate? 7. Seven People Dealing Ideas That Motivate a. Flatter Your People With Your Personal Interest. b. Be Consistent In Your Treatment Of Your People. c. Build Up the Confidence and Pride of Your People by Regularly Consulting With Them. d. Always Set an Example. e. Treat Ideas With Interest, Consideration, And Respect f. Own To Your Errors – Honestly g. Make Facts Flow Freely 8. The Secret of Succeeding is Y O U J. KEY INGREDIENTS OF SUCCESSFUL MOTIVATION K. EMPOWERMENT: 1. State the specific problem 2. Maintain objectivity 3. Record solutions 4. Screen solutions and prioritize 5. Decide on most preferred solution 6. Have another session that shows plan of attack 7. Implement plan INDICATORS OF PEOPLE ORIENTED COMPANIES L. EMPOWERMENT, MODULES AND THE SUPERVISOR

	READ A GLA ARTICLE ON SUPERVISION	REVIEW A COMPLETE DESCRIPTION OF THIS MANUAL	COMPLETE LIST OF ALL GLA TRAINING MANUALS	CONTACT US