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Supervisory Skill

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Companies fail when they become complacent and imagine that they will always be successful. So we are always challenging ourselves. Even the most successful companies must constantly reinvent themselves.
--Bill Gates Chairman and Chief Software Architect Microsoft

The Business World Today


Constant change!
Technology Society Environment Competition Diversity

Organization

A systematic grouping of people brought together for some specific purpose

What Three Characteristics Do All Organizations Have in Common?


People It takes people to make decisions and 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 and regulations
Purpose - Typically expressed in terms of goals and objectives

What is Management?
The process of deciding how best to use a businesss resources to produce good or provide services
Employees Equipment Money

Management

Efficiency doing a task right, refers to the relationship between inputs and outputs

The process of getting things done, effectively and efficiently, through and with other people

Effectiveness doing the right task; Translates into goal attainment

The Organizational Pyramid

Levels of Management
Senior management
Establishes the goal/objectives of the business Decides how to use the companys resources Not involved in the day-to-day problems Set the direction the company will follow Chairperson of the companys board of directors, CEO, COO, senior vice presidents

Levels of Management
Middle management
Responsible for meeting the goals that senior management sets Sets goals for specific areas of the business Decides which employees in each area must do to meet goals Department heads, district sales managers

Levels of Management
Supervisory management
Make sure the day-to-day operations of the business run smoothly Responsible for the people who physically produce the company's products or services Forepersons, crew leaders, store managers

The Management Process


Three ways to examine how management works:
Tasks performed Planning, organizing, staffing, leading, controlling Roles played (set of behaviors associated with a particular job) Interpersonal, information-based, decision-making Skills needed Conceptual, human relations, technical

Functions of Management

The Management Process


Planning
Decides company goals and the actions to meet them CEO sets a goal of increasing sales by 10% in the next year by developing a new software program

The Management Process


Organizing
Groups related activities together and assigns employees to perform them A manager sets up a team of employees to restock an aisle in a supermarket

The Management Process


Staffing
Decides how many and what kind of people a business needs to meet its goals and then recruits, selects, and trains the right people A restaurant manager interviews and trains servers

The Management Process


Leading
Provides guidance employees need to perform their tasks

Keeping the lines of communication open


Holding regular staff meetings

The Management Process


Controlling
Measures how the business performs to ensure that financial goals are being met Analyzing accounting records Make changes if financial standards not being met

Relative Importance of Types of Skills for Different Levels of Managers

Principles of Management

A principle is a basic truth or law Managers often use certain rules when deciding how to run their business Most management principles are developed through observation and deduction

Principles of Management
Deduction is the process of drawing a general conclusion from specific examples
Observe that employees in 15 companies work more efficiently when their supervisors threat them well Deduce/conclude that a pleasant work environment contributes to productivity Conclusion becomes a management principle

Principles of Management
Management principles are best viewed as guides to action rather than rigid laws If a principle does not apply to a specific situation, an experienced manager will not use it
Important to recognize when a principle shouldnt be followed Being able to change and adapt is an important management skill

Principles of Management
Do all employees need to arrive at work at the same time?

Principles of Management

Do people who work in offices need to dress in a certain way?

Old Paradigm
Then (50 years ago)
Overseer Disciplinarian Enforcer of policy Do as I say, not as I do mentality

Changing ...
Now Trainer Advisor Mentor Facilitator Coach

Supervisor As Change Agents

To cut costs and increase productivity Continuous quality improvement Introduction of work teams Flexible work hours Accident prevention and stress reduction programs

Organizations are thinning middle management Significantly expanded responsibilities

Supervisor As Fewer Middle Managers

Supervisor As A Trainer
Training important more than ever and supervisors carry the primary burden of designing and training Many new employees are poorly prepared for work or have language or communication deficiencies The use of technology requires more training

Supervisors Go By Many Titles


Assistant manager Department head Head coach Team leader Shift leader/captain Foreman

Key Supervisory Tasks


Motivate Provide feedback Resolve performance problems Blend employee goals with work requirements Improve communications and keep employees informed Responsible for employee training and skills

Where Do Supervisors Come From?


From Within
Source of the majority of new supervisors Operatives who know how things are done and know the organization Abilities are known to management Acts as an employee motivator Know the operation Understand the organization Know the employees Have prior experience on which to make decisions Employee motivator

Where Do Supervisors Come From?


From Colleges both 2 and 4 year With additional organizational training can readily step into frontline management

Is the Transition to Supervisor Difficult?


Initial view of manager as boss is incorrect Unprepared for the demands and ambiguities of the job Technical expertise is no longer the primary determinant of success and failure Supervisors 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

Types of Supervisory Skills

Technical skills the specialized knowledge and expertise used to carry out particular techniques or procedures.

Human relation skills the ability to work effectively with other people.

Conceptual skills the ability to see the relation of the parts to the whole and to one another.

Decision-making skills the ability to analyze information and reach good decisions.

Knowledge skills the ability to utilize various communication technology to manage and distribute continuous streams of data.

Responsibilities
Carry out the duties assigned to them by higher-level managers Give managers timely and accurate information for planning Keep managers informed about the departments performance Cooperate with co-workers in other departments

Accountability
Accountability refers to the practice of imposing penalties for failing to adequately carry out responsibilities, and it usually includes giving rewards for meeting responsibilities.

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