Supervisory skills for housing managers: instructor's guideDepartment of Housing and Urban Development, Office of Policy Development and Research, 1980 - 52 pages |
Common terms and phrases
1974 Annual Handbook accomplish project goals achievement activity AFOS AFOS N AFOSN answer sheet anticipated practice outcomes approved plans assigned assistant manager attitudes average human basic needs Characteristics Volunteers Description column decisions direction or purpose discussion Employee-orientation employees exercise feel fulfilled Group Facilitators Handbook for Group Herzberg housing assistant housing manager individual needs individuals in organizations industrial psychology Initiating and conducting Instructor's Guide John E keep supervisees fully LEAD QUESTIONNAIRE leader Leadership Characteristics Volunteers Leadership Characteristics Worksheet leadership methods leadership style learning objectives Maslow McGregor motivation of individuals organizational needs Participants will examine personnel Pfeiffer and John policies problems procedures psychological contract rank-order ranking reprimand satisfaction Self-Actualization set of assumptions SKILL TEST staff subordinates supervisees and residents supervision supervisor Supervisory Skills tasks Temple University theories of motivation theory X Theory X-Theory Theory X-Theory Y tions University Associates Publishers Volunteers Description Sheet William Pfeiffer workbook workers workshop X-Y SCALE
Popular passages
Page 33 - The average human being learns, under proper conditions, not only to accept but to seek responsibility. 5. The capacity to exercise a relatively high degree of imagination, ingenuity, and creativity in the solution of organizational problems is widely, not narrowly, distributed in the population.
Page 29 - Because of this human characteristic of dislike of work, most people must be coerced, controlled, directed, or threatened with punishment to get them to put forth adequate effort toward the achievement of organizational objectives. 3. The average human being prefers to be directed, wishes to avoid responsibility, has relatively little ambition, and wants security above all.
Page 33 - The expenditure of physical and mental effort in work is as natural as play or rest. 2. External control and the threat of punishment are not the only means for bringing about effort toward organizational objectives. Man will exercise self-direction and self-control in the service of objectives to which he is committed.
Page 32 - The average human being has an inherent dislike of work and will avoid it if he can. 2. Because of this human characteristic of dislike of work, most people must be coerced, controlled, directed, threatened with punishment to get them to put forth adequate effort toward the achievement of organizational objectives.
Page 29 - The average human being prefers to be directed, wishes to avoid responsibility, has relatively little ambition, and wants security above all. Theory Y 1. The expenditure of physical and mental effort in work is as natural as play or rest.
Page 29 - Commitment to objectives is a function of the rewards associated with their achievement. 4. The average human being learns, under proper conditions, not only to accept but to seek responsibility.
Page 8 - Directions: The following items describe aspects of leadership behavior. Respond to each item according to the way you would most likely act if you were the leader of a work group. Circle whether you would most likely behave in the described way: always (A), frequently (F), occasionally (O), seldom (S), or never (N).
Page 6 - The essential task of management is to arrange organizational conditions and methods of operation so that people can achieve their own goals best by directing their own efforts toward organizational objectives. This is a process primarily of creating opportunities, releasing potential, removing obstacles, encouraging growth, providing guidance. It is what Peter Drucker has called "management by objectives" in contrast to "management by control.
Page 8 - I would turn the members loose on a job and let them go to it.
Page 9 - To determine your style of leadership, mark your score on the concern for task dimension (T) on the left-hand arrow below. Next, move to the right-hand arrow and mark your score on the concern for people dimension (P). Draw a straight line that intersects the P and T scores. The point at which that line crosses the shared leadership arrow indicates your score on that dimension.