principles of supervision defining the supervisor’s job
TRANSCRIPT
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Principles of Supervision
Defining The Supervisor’s Job
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Organization
A systematic grouping of people brought together for some specific purpose
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•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
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The Organizational Pyramid
TopManagement
Middle Managers
First Line Supervisors
Operative Employees
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Management
The process of getting things done, effectively & efficiently, through & with other people
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4 Functions of Management: A Circular Process
Planning
Organizing
Leading
Controlling
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Function by Organization Level
Top Management
Planning28%
Organizing36%
Leading22%
Controlling14%
Middle Managers
Planning18%
Organizing33%
Leading36%
Controlling13%
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Function by Organization Level
Supervisors
Planning15%
Organizing24%
Leading51%
Controlling10%
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Supervisors Go By Many Titles Assistant
manager Department head Head coach Team leader Shift
leader/captain Foreman
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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
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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
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Roles Supervisors Play
•Key person•Person in the middle•Just another worker •Behavioral specialist
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Supervisors are More Important in Today’s Organization As Change Agents Fewer Middle Managers As Trainers
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A Supervisor Needs to Be a Coach?
The Boss: Decides, DirectsOrders, Controls
VS
The Coach: Guides, ListensTrains, Assists
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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
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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
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Required Competencies of Supervisors
•TechnicalTechnical•InterpersonalInterpersonal•ConceptualConceptual•PoliticalPolitical
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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
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Key Supervisory Skills
Planning & control
Goal setting Creative problem
solving Developing
control charts
Organizing, staffing, & employee development
Empowering others Interviewing Providing feedback Coaching
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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
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Types of Supervisory Skills
Technical Human relations Conceptual Decision making
A supervisor is a manager at the first level of management.
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Categorizing the Skills Technical skills
the specialized knowledge & expertise
used to carry out particular techniques or procedures.
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Categorizing the Skills Human relation skills
the ability to work effectively with other people.
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Categorizing the Skills Conceptual skills
the ability to see the relation of the parts to the whole & to one another.
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Categorizing the Skills Decision-making skills
the ability to analyze information & reach good decisions.
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Categorizing the Skills Knowledge skills
the ability to utilize various communication technology to manage and distribute continuous streams of data
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Relative Importance of Types of Skills for Different Levels of Managers
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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.
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Subtle discrimination Subtle forms of discrimination persist
in every workplace, & everybody holds some stereotypes
that consciously or unconsciously influence their behavior.
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General Functions of the Supervisor
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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.
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The purpose of planning by supervisors is to determine how the department
can contribute to achieving the organization’s goals.
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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
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At the supervisory level, organizing usually involves activities such as scheduling projects & assigning duties to employees.
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Staffing Staffing is the activities
involved in identifying, hiring, & developing
the necessary number & quality of employees.
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A supervisor’s performance depends on the quality of results
that the supervisor achieves through his or her employees.
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Leading The supervisor is responsible
for letting employees know what is expected of them &
for inspiring & motivating employees to do good work.
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Influencing employees to act (or not act) in a certain way is the function of leading.
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Controlling Monitoring performance &
making needed corrections is the management function of
controlling.
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In many organizations, the supervisor is still responsible for controlling, but he or she works with others to
carry out this function.
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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.
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Typically, supervisors spend most of their time leading & controlling.
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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
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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.
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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.
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Responsibilities and Accountability
Whatever the responsibilities of a particular supervisor, the organization holds the
supervisor accountable for carrying them out.
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Accountability refers to the practice of imposing
penalties for failing to adequately carry out responsibilities, &
it usually includes giving rewards for meeting responsibilities.
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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:
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Preparing for the Job Learn about management
through books & observation. Learn as much as possible
about the organization, the department, & the job.
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Once on the job, continue the learning process.
Acknowledge another person’s feelings if they were also a candidate for the position.
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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.
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Don’t rush to make changes in the department.
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Characteristics of a Successful Supervisor