Supervision, and Bureaucracy
by Douglas Cox Landa and Henry C. Landa
A Self-Teaching Text and Reference for Students and Practitioners in Business, Education and Engineering*
Description: 385 pages, 8.5" x 11", soft cover (sewn, not glued binding)
Note: Some of the chapters are abstracted; others are only listed.
To order, see bottom of this web page.
"The Business Shelf*
Management, Administration, Supervision And Bureaucracy
Douglas C. Landa & Henry C. Landa
The Film Instruction Company of America
5928 West Michigan Street
Wauwatosa, WI 53213
093197433X, $39.50, (soft cover, sewn binding)
($59.50 library hardcover)
The collaborative effort of Douglas C. Landa and Henry C. Landa, “Management,
Administration, Supervision And Bureaucracy” is a do-it-yourself instruction manual for
anyone who aspires to or has just been hired on in a management, administrative, or
supervisory position of responsibility in a business or governmental agency. Organized into
four major sections, “Management, Administration, Supervision And Bureaucracy” offers a wealth of insights ranging from ‘management vs. leadership’; the conduct of meetings;
public relations; general rules of personal administrative performance; budgets and the
budgeting process; leadership styles; bargaining, negotiating, and compromise; self-promotion;
and so much more. Enhanced with seventeen [presently 35] appendices; a bibliography; a glossary; and a
comprehensive index, “Management, Administration, Supervision And Bureaucracy” is very
strongly recommended reading for anyone charged with administrative or supervisory
responsibilities at all corporate or governmental levels.
*Transcribed verbatim in its entirety from the Midwest Book Review website (circa August 2012).
Table of Contents
I 0: First, some Words on Politics ... in the Larger and Personal Sense
I 1: Introduction to Management, Administration, Supervision, and Bureaucracy
I 2: A Problem of Semantics
Management: the Trade, the Science, the Art
M 1: Management vs. Leadership
An emphasis on the use of volunteers in student activities; Management as contrasted with Leadership; Leadership Characteristics; Charismatic Leadership; Supervision; Tapping the Talent (of subordinates, that is);
Schools of Management Thought (listed and discussed are: The Classical School, (1) Management Process School and (2) Empirical School; The Behavioral School, (3) Human Behavior School and (4) Social System School; The Management Science School, (5) Decision Theory School and (6) Mathematical School) ... all of which are used by competent managers; The College of Hard Knocks ... Is Experience the Best Teacher?; No Salaries (an emphasis on why dealing with volunteers in the student setting is good training for supervision on the job). 1663 words, 4 pp.
M 2: Principles of Management, a Primer
M 3: Delegation [This topic is treated in this separate chapter due to its importance to managers and leaders. This chapter could be the most important reading that any present or future manager will ever read.] Among the most potent skills that a manager can possess, the ability to delegate properly is at or near the top. Included are the steps in the preparation for and execution of delegation.
M 4: Management Effectiveness
M 5: The Management Triad and Systemic Rules
M 6: Schools of Management: listed and discussed are: The Classical School, (1) Management Process School and (2) Empirical School; The Behavioral School, (3) Human Behavior School and (4) Social System School; The Management Science School, (5) Decision Theory School and (6) Mathematical School) ... all of which are used by competent managers; The College of Hard Knocks ... Is Experience the Best Teacher?
M 7: Conduct of Meetings: The formal organization meeting with its rules of order and the less-formal business meeting are explained with many rules offered to make these affairs less onerous and more productive. [Roberts Rules of Order are not covered. Any public library has a small trove of useful and diverse guides on this topic. It is recommended that the organization member, manager, or leader acquire a personal copy of the Roberts Rules of Order, which can be found in sufficient variety in any good bookstore. And, at reasonable cost.] 2688 words, 7 pp.
M 8: Presentation: the Art, Science, and Technique of Getting Your Idea Across: The ability to sell a product, service, project, budget item, or idea to a group is an important "sales" tool. Every chairperson, officer, and manager should have a finely honed skill in presentations. Topics include: The Audience Perspective; Factors or Elements of a Presentation; Typical Presentation Situations (a nicely-defined listing); The Formal Presentation; A Team Approach (identifies the preparation for a group effort); Technology, Old and New (the hardware that can be used, with cautionary tips, in a good presentation); Content of the "Compleat" Presentation; Tips on the Professional Conduct of a Presentation; The Budget hearing - an especially rigorous affair, which justifies special treatment, here; Hard Data Requirements; Lobbying (the applied art & science); Knowledge of the Committee; Don't Waste Their Time. 4,266 words, 10 pp.
M 9: Committees: Organization and Operations
M 10: Public Relations: A total view of the PR business plus detail on the relationship between the PR flaks and top organizational leadership; the role in advising the leadership. 2313 words, 5 pp
M 11: Training, Training Programs, and Trainers; Theory, Organization, and Techniques: All you need to know (for a start) about executing that most important function of a manager (integral to the Staffing function): Training the members of the organization to carry out the chartered mission. Topics include: Rationale; Training vs. Education; Why bother with Training? ... Specifics (a list of nine reasons!); Curriculum (how to build one); the Lesson Plan; Types of Training (classroom, field demonstration; vestibule; On-the-Job; Formal vs. Informal; Safety; Competency Based Education (C.B.E.); Job enrichment & job enlargement; Lateral moves; Assistant-to positions; Orientation; Principles of Learning (Readiness, Exercise, Effect, Operant Conditioning); Class (small groups); Methods (Lecture, Dialog; Answering questions; Conference; Case (studies); Incident report; Simulation (off the actual site); Role-Playing; Hands-On training; Overlearning; a model training program; Instructional Aids (Chalkboard, motion pictures, Video & DVD, Flip charts); a bit of Ceremony at the End (of training) and a Piece of Paper (for the trainee's wall); presentation (of certificates, etc.) 4792 words, 11pp
M 12: Problem Solving Procedure; a Management Tool: Here is the clearest and simplest problem solving approach, distilled from 50 years as a student of management and 30+ years of teaching industrial engineering and management. Other approaches may be more glib, but this one does it all and isn't too cute! 495 words, 1 p
M 13: Brainstorming: ... a conference technique for generating the greatest possible solutions to a problem. Mastery of this technique, when individualized, allows a person to develop a wide range of solutions ... when following the rules originated in brainstorming. (Brainstorming was developed in the 1950's and is still being (and properly so) used today as one of many management tools.) Topics: Objective; Defining the problem; Concept of Brainstorming; Setting the Tone; Defining and Explaining the Rules; Recording the Ideas; Cost / Benefit; Qualifying the Participants; Creativity; Handling the Ideas (Evaluation and Action); Uses & Applications (of Brainstorming); 1509 words; 4 pp.
M 14: Benchmarks & Benchmarking: A discussion which defines "benchmarks" and explains the process of benchmarking; i.e., setting up a standard as a goal to improve operations. Topics discussed include: Copying the Leader (as benchmark); Internal Development of a Benchmark; Steps in Benchmarking. 1314 words, 3 pp.
M 15: Lobbying: ... defining, explaining, developing, and executing lobbying methods ensures that proposals have a better chance of being enacted; useful advice for all kinds of organizations where the bureaucracy (which is found everywhere) can be managed with greater satisfaction and results. 1415 words, 4 pp
M 16: The Executive Order; an Expedient Needing Careful Control: Now and then quick executive action is needed and this chapter explains when and how to do it along with the kind of restraints that should be in place to control misuse and abuse! 960 words, 2 pp.
M 17: Theory, Principle, and Practice: There is a lot of palaver about theory, principle, and practice is academia. Too often, lecturers confuse "theory" with "principle". this chapter defines each and sets them apart for a better understanding and application. 905 words, 2 pp.
M 18: Incentives: Requirements (for incentives to work); Short term or Long term; Rules (as applied to students) Obvious and near-term reward, incentive system and rewards must be clear, reward must be tied to results, the system must deliver the rewards absolutely, rewards must be substantial. 1254 words,3 pp.
M 19: The Importance of "Staff": What It Is & How to Use It: A good staff can moderate an executive's inclination to act hastily while providing a source of information and guidance. 1121 words, 2 pp.
M 20: Chief of Staff: A discussion of what the position is and how it can help the busy executive.1735 words, 4 pp.
A & B:
Administration & Bureaucracy
A & B 1: Administration: What is It?
A & B 2: Some General Rules of Personal Administrative Performance
A & B 3: Bureaucracy: What is It?
A & B 4: On Being a Administrator and Bureaucrat;
Improving the Bureaucracy (a Worm’s Eye View)
A & B 5: The Bureaucracy: Behavior and Management
A & B 6: The Laws of Delay or How to Stop or Move Policy and Legislation: Topics are: The Bureaucrat's Ways of Stopping Things, The Movers and Shakers' Guide, The Movers and Shakers' Ways of Getting Things Done, Defeating the System, Using the System, Three Levels of Support for a Proposal. 1380 words, 3 pp.
A & B 7: Organization Manual
A & B 8: Operating Manual
A & B 9: Operations Logbook
A & B 10: Checklists and Protocols
A & B 11: Budgets and the Budgeting Process
A & B 12: The Importance of the Format
A & B 13: Assistant-to (position)
S & L:
Supervision & Leadership
S & L 1: Authority
S & L 2: Leadership Characteristics, a survey of various authors
S & L 3: Leadership Styles
S & L 4: Span of Management: A listing (20) of the factors which determine how many persons can be effectively managed. [Formerly called, "Span of Control".] This topic could be handled nicely by a lengthy essay since it is crucial relative to how we organize our activities in industry, commerce, government, and organizations in general. 2190 words, 4 pp
S & L 5: Image and Charisma
S & L 6: Bargaining, Negotiating, and Compromise: Advice on how to manage this common and vital process, including a thirteen step guide. 1694 words, 4 pp.
S & L 7: Holding Court; Gettin’ to Know You; Doin’ Lunch
Personal Action: Self-Study and Self-Improvement
P 1: Self-Taught, the Autodidact
P 2: Library: Personal, Corporate, and Department
P 3: Self-Promotion or the Gentle Art (& sometimes brash act) of Hyping Oneself
P 4: Program Chairperson
P 5: Credentials, Certifications, and Licenses
P 6: Seven Schools of Instructional Thought
P 7: Joiner, On Being a
P 8: Associations
P 9: A Program of Self-Improvement and the Personal Syllabus
P 10: Steps in a Program of Self-help
A 1: an Introduction to Management: A 16 hour college course outline of topics that serves to introduce the neophyte to the field of management.
A 2: The Verger by Somerset Maugham(1874-1965): A Synopsis and Comment. This short story, found in Maugham's Trio, tells of a illiterate church employee who is discharged for being unable to read and write. There are several managerial lessons that can be drawn from this simple but very assuming tale.
A 3: Mission Statement
A 4: Transition: Coming in; Going Out: How to manage a smooth and comprehensive change of the leadership in an organization as seen by the incoming officers-elect, the outgoing officers, and advisors. The information, which ought to be transferred and how to arrange the transition to execute a seamless transfer of leadership is covered in detail. 4 pp., 1770 words
A 5: Product Information Manual: Knowledge of a firm's products and services provides many advantages to the organization. Topics addressed include: Justification for the existence of a Product Information Manual (PIM); Multiple influences (which) impinge upon the PIM; Starting the PIM; Topics addressed in a PIM; Prohibited (not allowed) Data in a PIM; Reputations and the Halo Effect; Essentials in the PIM. 1814 words, 5 pp.
A 6: A Tale of Two Cities
A 7: The Activities of Supervisors and Managers: An Analytic Approach
A 8: Personal Habits and Care; Working on the Total Image
A 9: Statistics
A 10: Partying - a Variety of Viewpoints: Partying is pervasive activity in society and it is well to examine it from a lofty, dispassionate, and practical viewpoint. Partying has political, organizational, and career aspects and these are treated here with advice. Partying can be viewed as (1) a social event, (2) a political opportunity, (3) a career enhancement opportunity, and (4) a training ground for items (2) and (3). Some rules are offered on: drinking, tasteless behavior, making small talk, developing a natural conversation opener, working to overcome an inclination in avoiding a certain person, learning names, orienting newcomers, business dealings, making on-the-spot-decisions, choosing carefully when bringing a guest, dressing appropriately, and handling an unpleasant or negative topic. 941 words, 2pp
A 11: Networks and Networking
A 12: Staffs and Staff Development
A 13: Intelligence & Espionage (Industrial / Commercial)
A 14: Trade Secrets: Defined; Qualifications of a Trade Secret; List (abridged) of typical trade secrets; non-competition agreement, 526 words, 2 pp.
A 15: Suggestion Systems
A 16: Training Manual
A 17: Splintered Authority and Split Executive: Sharing the same duties, activities, and responsibilities by more than one manager (executive) is grounds for organizational trouble. Discussed are methods of solving this problem. Also covered is the breaking up a single office or position into several, e.g., co-chairpersons, etc. 905 words
A 18: Tool Policy (analysis and commentary)
A 19: Librarian 1306 words, 4 pp.
A 20: Employee Manual 1515 words, 4 pp.
A 21: Titles: "What's in a Name?" (And, There are a lot of 'em.): There is an emerged trend which names offices starting with the adjective, "Chief" and ending with "Officer". This little article lists and defines many of these offices and titles, e.g., CBO, CEO, CFO, CIO, CKO, CLO, COO, CPO, CRO, CSO, CTO, and CT&DO ... [Had enough?]. What's the Point" discusses the basis and justification for this new proliferation of alphabet soup.; "On the Résumé" suggests that if a person accepts a position, then he or she ought to make the most of it. There is even a quotation from the Holy Bible, "Whatsoever thy hand findeth to do, do it with thy might; for there is no work, nor device, nor knowledge, nor wisdom, in the grave, whither thou goest." - Ecclesiastes 9:10 [It's an amusing little article.] New, as of January 14, 08; 1772 words, 4 pp.
A 22: Getting Religion and Some Words on Fads (Commentary on Fads) 1454 words, 3 pp.
A 23: Ben Franklin's Plan to Achieve Moral perfection 328 words, 1 p.
A 24: Max Weber's take on Bureaucracy: Among the earliest works on bureaucracy, drawn from Weber's The Protestant Ethic and the Spirit of Capitalism, the model of bureaucracy was defined. It included (1) division of labor (and specialization), (2) hierarchy of authority, (3) a framework of rules, and (4) impersonality in operations and decision making. 467 words, 1 pp.
A 25: Saying, "Goodbye" - Exiting a Position: People leave organizations for many reasons. Exiting a job ought to be done with a minimum amount of damage to one's reputation ... one may often times find it desirable to go back. The topic is discussed at length. 2188 words, 5 pp.
A 26: The Exception Principle. One of the most important principles that a manager must understand is the exception principle ... and apply it in his (or her) managing. Since "Management is getting things done through people." as many things that can be done by subordinates (through routine) as possible. The exceptions to the routine are brought to the manager. Many of these anomalies may become routinized and thus, removed from the direct responsibility of the manager. 818 words, 2 pp. 1 illustration
A 27: Fayol's Principles of Management: Henri Fayol was among the first practitioners to write at length on the basic practices of managers. Fayol elaborated on fourteen (14) of these. 484 words, 1 p.
A 28: Commentary on "Ten Tips for New Executives" by Fay Vincent: Mr. Vincent was an experienced and successful chief executive. He listed ten "Tips" in an article in The Wall Street Journal. Following these "tips" needs some cautionary comment ... provided in this article. 992 words, 2 pp.
A 29: Profit Theories: an historical approach. All persons in business (commerce) and industry should understand the basis of how profits from an enterprise are obtained. And, that includes engineers and educators! Delineated in this rather extensive piece (derived from an hour-long lecture) are the for theories. To wit: Monopoly, Exploitation, Innovation, and Management Theories of Profit. A lot of businesses (and businesspersons use more than one theory (or principle); some businesses use all four quite successfully. It's important to be aware of the theories (they're easily recognizable) and apply them. 3031 words, 6 pp
A 30: Teamwork - Applying the Concept. 1345 words, 3 pp.
A 31: The Conference / Convention Sortie. Attending a conference or convention is analogous to a military sortie: there must be an objective, a plan, and effective execution. Also addressed are tricks-of-the-trade in getting the most out of the operation. 457 words, 1 p.
A 32: Critical Thinking - What Is It?: There has been a lot of palaver, particularly in the education business, about the importance of critical thinking. However, no one seems to have addressed the topic by defining it and beating the subject to death. So, the author (Hank Landa), from the viewpoint of an industrial engineer, takes on the subject. 883 words, 2 pp.
A 33: A Discourse on Innovation and Technology Adoption: A study of the five (5) groups of any organization or population and their openness or resistance to innovation. Groups described are: (1) aggressively experimental, (2) progressive and innovative, (3) conservative, (4) ultra-conservative and backward (the last adopters), and (5) reactionaries (they never adopt the new technology). 566 words, 1 p.
A 34:Selecting Managers: a Most Difficult Problem: A discourse on the hazards of selecting managers: the trait approach; the People that surround him (the manager in his present position); the probationary appointment; the interim appointment; credentials, the Jekyll-Hyde syndrome. 2165 words, 4 pp.
A 35: Functional Analytical Ability: Defined; the skill to apply theory to day-to-day problems (or not!); relation to problem solving and brainstorming; asking the critical question. 674 words, 2 pp.
A 36: Strategy
A 37: Business Manager
A 38: Giving Credit ... "I'd like to acknowledge"
A 39: Dissent: Managing it and Profiting from it
A 40: Project Management: Philosophical & Practical Aspects
A 41: Managing a Course in MASB
R 1: Readings
R 2: Glossary of Terms, Abbreviations and Commentary
Description: 385 pages, 8.5" x 11", soft cover (sewn, not glued) binding)
Price: $39.50; Soft cover, Heavy-duty sewn binding, Unabridged
Library Hardcover binding (buckram) is available at 59.50 postpaid.
How to Order Send check or money ($39.50 or $59.50)
order made out to "FICOA" and send to:
5928 W. Michigan St.
Wauwatosa, WI 53213-4248 [Wauwatosa is a close-in suburb of Milwaukee.]
Books purchased directly from the publisher (FICOA) carrythis money-back guarantee:
"Guarantee: If Management, Administration, Supervision, and Bureaucracy does not fulfill your needs or expectations, FICOA will refund the purchase price provided the book is returned within ten (10) days of receipt and in good condition."
*Three discipline areas of college education that are woefully deficient in preparing their students for managing operations of all kinds ... while most college graduates end up (eventually) managing or leading some kind of organization at many levels.