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Principles of Supervision
Defining The Supervisor’s Job
Organization
A systematic grouping of people brought together for some specific purpose
•People•It takes people to make decisions & to perform the activities which turn goals into reality
•Systemic Structure•division of labor that defines the roles of the members in the organization, creates rules & regulations
•Purpose•Typically expressed in terms of goals & objectives
3 Characteristics All Organizations Have in Common
The Organizational Pyramid
TopManagement
Middle Managers
First Line Supervisors
Operative Employees
Management
The process of getting things done, effectively & efficiently, through & with other people
4 Functions of Management: A Circular Process
Planning
Organizing
Leading
Controlling
Function by Organization Level
Top Management
Planning28%
Organizing36%
Leading22%
Controlling14%
Middle Managers
Planning18%
Organizing33%
Leading36%
Controlling13%
Function by Organization Level
Supervisors
Planning15%
Organizing24%
Leading51%
Controlling10%
Supervisors Go By Many Titles Assistant
manager Department head Head coach Team leader Shift
leader/captain Foreman
Changing Expectations of Supervisors Then (50 years
ago) Overseer Disciplinarian Enforcer of policy “Do as I say, not
as I do” mentality
Now Trainer Advisor Mentor Facilitator Coach
Key Supervisory Tasks
Motivate Provide feedback Resolve performance problems Blend employee goals with work
requirements Improve communications & keep
employees informed Responsible for employee training &
skills
Roles Supervisors Play
•Key person•Person in the middle•Just another worker •Behavioral specialist
Supervisors are More Important in Today’s Organization As Change Agents Fewer Middle Managers As Trainers
A Supervisor Needs to Be a Coach?
The Boss: Decides, DirectsOrders, Controls
VS
The Coach: Guides, ListensTrains, Assists
Is the Transition to Supervisor Difficult? Initial view of manager as “boss” is
incorrect Unprepared for the demands &
ambiguities of the job Technical expertise is no longer the
primary determinant of success and failure Supervisor’s job comes with administration
duties The “people” challenge
Is the Transition to Supervisor Difficult? NOW – Key communicator Paperwork Accountability Stuck between operatives and managers Usually promoted from peer group Left out of the decision-making process Must have a much more personal
relationship with employees
Required Competencies of Supervisors
•TechnicalTechnical•InterpersonalInterpersonal•ConceptualConceptual•PoliticalPolitical
Key Supervisory Skills
What is a skill? The ability to demonstrate a system
& sequence of behavior that is functionally related to attaining a
performance goal, no single action constitutes a skill,
is a system of behavior that can be applied in a wide range of situations
Key Supervisory Skills
Planning & control
Goal setting Creative problem
solving Developing
control charts
Organizing, staffing, & employee development
Empowering others Interviewing Providing feedback Coaching
Key Supervisory Skills
Stimulating individual & group performance
Designing motivating jobs
Projecting charisma Listening Conducting a group
meeting
Coping with workplace dynamics
Negotiation Stress-reduction Counseling Handling grievances Career development
Types of Supervisory Skills
Technical Human relations Conceptual Decision making
A supervisor is a manager at the first level of management.
Categorizing the Skills Technical skills
the specialized knowledge & expertise
used to carry out particular techniques or procedures.
Categorizing the Skills Human relation skills
the ability to work effectively with other people.
Categorizing the Skills Conceptual skills
the ability to see the relation of the parts to the whole & to one another.
Categorizing the Skills Decision-making skills
the ability to analyze information & reach good decisions.
Categorizing the Skills Knowledge skills
the ability to utilize various communication technology to manage and distribute continuous streams of data
Relative Importance of Types of Skills for Different Levels of Managers
Supervising a Diverse Workforce Opportunities & challenges
Current trends enable supervisors to draw on a greater variety of talent &
gain insights into a greater variety of perspectives than ever before.
The even greater diversity expected in the future
requires supervisors to work successfully with a much wider variety of people.
Subtle discrimination Subtle forms of discrimination persist
in every workplace, & everybody holds some stereotypes
that consciously or unconsciously influence their behavior.
General Functions of the Supervisor
Planning It is the supervisor’s job to
determine the department goals & the ways to meet them.
Organizational goals are the result of planning by top managers.
The purpose of planning by supervisors is to determine how the department
can contribute to achieving the organization’s goals.
Organizing Planning is the what.
Organizing is the how. How to set up the group How to allocate resources How to assign work to achieve the
goals efficiently
At the supervisory level, organizing usually involves activities such as scheduling projects & assigning duties to employees.
Staffing Staffing is the activities
involved in identifying, hiring, & developing
the necessary number & quality of employees.
A supervisor’s performance depends on the quality of results
that the supervisor achieves through his or her employees.
Leading The supervisor is responsible
for letting employees know what is expected of them &
for inspiring & motivating employees to do good work.
Influencing employees to act (or not act) in a certain way is the function of leading.
Controlling Monitoring performance &
making needed corrections is the management function of
controlling.
In many organizations, the supervisor is still responsible for controlling, but he or she works with others to
carry out this function.
Relationships Among the Functions
Usually planning comes first, followed by organizing, then staffing, then leading, &, finally, controlling. This order occurs because each
function depends on the preceding function or functions.
Typically, supervisors spend most of their time leading & controlling.
Supervisor Responsibilities
Carry out the duties assigned to them by higher-level managers Give managers timely & accurate
information for planning Keep managers informed about
the department’s performance Cooperate with co-workers in
other departments
Responsibilities in a Changing Organization
Today’s supervisors have to be skilled at online as well as face-to-face
communication, & they have to be prepared to change as fast as their employers do.
The changes occurring in the modern workplace require supervisors to rely less on their technical
expertise & more on their ability to understand, inspire, & build cooperation among people.
Information technology has made it easier for employees to do work in many locations, so supervisors need to motivate & control
employees they may not see face to face every day.
Responsibilities and Accountability
Whatever the responsibilities of a particular supervisor, the organization holds the
supervisor accountable for carrying them out.
Accountability refers to the practice of imposing
penalties for failing to adequately carry out responsibilities, &
it usually includes giving rewards for meeting responsibilities.
Becoming a Supervisor
An employee with a superior grasp of the technical skills needed to perform well in the department.
A person with the most seniority. An employee with good work
habits & leadership skills. Recent college graduates.
Typical candidates to be made supervisors:
Preparing for the Job Learn about management
through books & observation. Learn as much as possible
about the organization, the department, & the job.
Once on the job, continue the learning process.
Acknowledge another person’s feelings if they were also a candidate for the position.
Obtaining & Using Power & Authority
Have the new supervisor’s boss make an official announcement of the promotion.
State your expectations, desire to work as a team, & interest in hearing about work-related problems.
Don’t rush to make changes in the department.
Characteristics of a Successful Supervisor