Cases, Incidents and Experiential Exercises in Human Resource Management

Management has been defined as the process of getting results with and through the efforts of people. Regardless of the working environment or the technical specialties involved, most supervisors and managers spend a major part of their time working with others and getting results through the efforts of others. This book focuses on problems, issues, policies, and prac-tices as related to managing people in working organizations. Its objective is to help the potential or practicing manager develop the awareness, knowledge, and skills needed to solve human problems and to make appropriate decisions. This book has two primary areas of usefulness. First, it is a convenient and relatively inexpensive set of cases, incidents, and experiential exercises to supplement the concepts and theory found in most human resource and organizational man-agement textbooks. At the college level, the book most likely can be utilized as a companion or basic text in courses that emphasize human resource management and organizational problem-solving. Second, the book can be used in management development seminars, and supervisory training programs sponsored by universities and business firms.

The organization of the book and the number of cases, incidents, and experiential exercises within each part section are as follows: Part One: Managing Human Resources in Organizations (11). Part Two: People at Work (12). Part Three: Managing Employment and Performance (14). Part Four: Issues in Managing Diversity (15). Part Five: Compensation Management (10). Part Six: Employee Representation and Labor Relations (11). Part Seven: Industry-Specific Incidents and Cases -- Health Care: Lakeview Regional Hospital (9). Retailing: Qwik Home Center and Lumber Company (8). Manufacturing: Magna Electronics Company (7). Government: City of Metropolis (7).