7. Why do you think delegating such an important part of the situational leadership model? When applying the situational leadership model, depending on the leadership style Answer: used, the delegation of authority is important to carry out the assignment. 8. List and briefly discuss the four fundamental guidelines to keep in mind when supervising a diverse workforce. Answer: (1) Ask: Are you adjusting to individual differences?-supervisory actions may trigger different reactions; (2) Develop your consciousness-take an active “multi-cultural” role in educating yourself; (3) Ask: Are you really treating everyone equally?-you may treat people who are not similar to you differently than you treat others; (4) Actively integrate immigrants into your team-work diligently to welcome immigrants to your team. CASE 1 Just Promoted - Born to Lead? 1. Joe does a poor job in exhibiting the core traits discussed in this chapter. Joe can’t lead when he is the job himself. He seems not to have the self-confidence needed to contribute to his success as a supervisor. He may know the business well, but most likely lacks the ability” to make good decisions. “cognitive 2. Joe is not monitoring his workers. If he were, they would not be standing around when he returned to the job. Putting work before personal problems of his workers, indicates that the interpersonal facet of his job is not being covered. 3. When you take a good working off the line and say to them you’re a supervisor,” that “now does not mean for sure that they are a good leader. Companies must be very careful when they promote within, to orientate line workers to what a job in management involves. 4. Strong points: Has participated in executing decisions Knows the workers personally Knows the company and the jobs to be done Can schedule work Weak points: Little knowledge of company policies Problems with making decisions Must lead- not run machines Does not care about worker personal problems Can not motivate workers effectively 5. Joe profit from: A better orientation to his new job A current job description including his duties Study of company policies dealing with discrimination Attending a university course in supervision
7. Why do you think delegating such an important part of the situational leadership model? Answer: When applying the situational leadership model, depending on the leadership style used, the delegation of authority is important to carry out the assignment. 8. List and briefly discuss the four fundamental guidelines to keep in mind when supervising a diverse workforce. Answer: (1) Ask: Are you adjusting to individual differences?-supervisory actions may trigger different reactions; (2) Develop your “multi-cultural” consciousness-take an active role in educating yourself; (3) Ask: Are you really treating everyone equally?-you may treat people who are not similar to you differently than you treat others; (4) Actively integrate immigrants into your team-work diligently to welcome immigrants to your team. CASE 1 Just Promoted - Born to Lead? 1. Joe does a poor job in exhibiting the core traits discussed in this chapter. Joe can’t lead when he is the job himself. He seems not to have the self-confidence needed to contribute to his success as a supervisor. He may know the business well, but most likely lacks the “cognitive ability” to make good decisions. 2. Joe is not monitoring his workers. If he were, they would not be standing around when he returned to the job. Putting work before personal problems of his workers, indicates that the interpersonal facet of his job is not being covered. 3. When you take a good working off the line and say to them “now you’re a supervisor,” that does not mean for sure that they are a good leader. Companies must be very careful when they promote within, to orientate line workers to what a job in management involves. 4. Strong points: Has participated in executing decisions Knows the workers personally Knows the company and the jobs to be done Can schedule work Weak points: Little knowledge of company policies Problems with making decisions Must lead- not run machines Does not care about worker personal problems Can not motivate workers effectively 5. Joe profit from: A better orientation to his new job A current job description including his duties Study of company policies dealing with discrimination Attending a university course in supervision
Solution-Manual-for-Supervision-and-Leadership-in-a-Changing-World.docx