SUPERVISION:

A CHALLENGE AND A
COMMITMENT

I.

Changes and
Transitions

*Change is external.
It is situational.

*Every transition begins

with an ending. We have to let
go for the old before we can
pick up the new, not just
outwardly but inwardly.

*Upon becoming a supervisor you lose

of the rights that you used to enjoy.

-You
-You
-You
-You
-You
-You
-You

lose
lose
lose
lose
lose
lose
lose

the
the
the
the
the
the
the

right
right
right
right
right
right
right

to
to
to
to
to
to
to

an 8 to 5 job.
speak freely.
lose your temper.
resist change.
buckpass.
be one of the guys/gals.
have favorites.

*As a supervisor, you

face a twin challenge:
-your work challenge and
-your people challenge.

*Experience is not
what happens to you but
what you make of what
happens to you.

*A Supervisor ADAPTS to
people and situations.

A
D
A
P
T
S

CCOUNTABILITY
IVERSITY
NALYSIS
ROACTIVE
EAMBUILDER
YNERGY

*Responsibility is that burden

you carry because of your
position or function.
It includes your duties and
tasks.

*Authority is the power

and rights you are given,
so you can effectively
discharge your
responsibility.

*Three core
Management Skills

-Interpersonal
-Technical
-Managerial/Administrative

*As a manager moves from the

supervisory to the top
management level,
managerial/administrative skills
become more important than
technical skills, but interpersonal
skills remain equally important.

*You are your own raw material.

When you know what you consist of
and what to make of yourself, then
you can continuously re-invent
yourself as you ADAPT to the
challenges you face.

II. The Difference

Between Managing and
Doing

*MANAGEMENT- is the process of

seeking desired outcomes
by utilizing resources and
influencing the human
relationships in the organization.

*It is risking yourself in

mobilizing resources and
relationships to add value to
the organization.

*INNOVATION- the process of using new

problem-solving opportunities to create
purposeful, focused change in an
organization.

*SUPERVISION- getting
the desired results
through and with
others.

*Standards or
expectations are targets
against which performance
is compared.

*Objectives are supposed to

be SMART

SPECIFIC
MEASURABLE
ATTAINABLE
REALISTIC
TIME-BOUNDED

*Performance
Standards must be:

Communicated
Owned
Specific
Computed
Celebrated

*The 3 levels of the why are:

1. Management requires it.

2. What is in it for me?
3. The Community/Clients need it.

III.
Delegation :
Barriers and Benefits

*DELEGATION- is
letting go and letting
your people excel.

*The supervisor or manager

may be reluctant to delegate
because she or he:

1. Knows that nobody else can do it faster;

2. Knows that nobody else can do it better;
3. Fears the employee might do it better or
faster than if she/he had done it himself.
4. Fears of mistakes.
5. Fear of losing control.

*Delegation involves
three steps
1. The supervisor assigns
responsibility
2. The supervisor grants authority
3. The supervisor needs to create
accountability

*Delegation doesnt simply means

sanctioning ideas you are absolutely
certain will work. It means having
confidence in other peoples judgment
and giving them the authority to go
about things differently with the way
you might have chosen.

*Even when your people have gained

the responsibility; you have the Command
Responsibility for the following:

1. Know what is going on

2. Set the direction for the
unit/division
3. Make the decision they cant
4. Ensure that people are on
course

*Delegation requires
Time, Effort, and
Motivation.
`

*Benefits of Delegation
-Less pressure for the supervisor
-Extends results
-Time to motivate your staff
-Standards of performance are
provided
-Gets People Developed
-Organiztion gets developed

*4 Principal Aims that can be achieved

when delegation is carried out effectively:

1. Getting the task done.

2. Developing the subordinate.
3. Assessing the competence and
commitment of employees.
4. Enhancing Job satisfaction /
morale of employees.

*The KEY to effective

delegation is EMPOWERMENT.

Enjoyable tasks are delegated.

Make time to know your people.
Please be specific when giving assignments.
Objectives and not procedures are what you delegate.
Watch what you delegate.
Employees are forced to plan and are trained to present
you with solutions.
Recognize that everything takes time.
Mind what you delegate and take time to communicate
clearly.
Employees are developed.
Not to delegate always to the most capable employee.
Take the blame share the credit.

IV. The Supervisor

TRANSFORMS

You are a Supervisor

You are not the person you were yesterday;

You are a supervisor, and being a supervisor
is a role. A role is a prescription for behavior,
and you now have a new prescription. You
are a supervisor.

*When interacting with employees, the

supervisor is a leader who
TRANSFORMS.

Teambuilder
Risk-Taker
Arbitrator and Assistant Problem Solver
Networker
Strategist and Analyzer
Facilitator and Originator of Change
Organizer
Resource Manager
Mentor/Trainor
Spokesperson

*The supervisors role is always to

encourage his/her people to think for

themselves.

TIME TO CHANGE
Its time for us to make our dreams come true
A guiding voice will tell us what to do
Its the time to change ourselves and show the world
That we still care for men and well lead them there
Well lead them to, a place beyond the sea
A place of love where everyone is free
Dont despair, the path to happiness is wide
It we must change our ways
Call on God for our guide.

The Supervisors Prayer

Dear Lord, I am a Supervisor. Thank you for making me
one.
Help me become a supervisor, after your own heart.
Transform me and those who I work with into a community
who love their work and who work with love.
Let me become the spokesperson for my people and top
management so I can build bridges of understanding
between them.
Help me create an atmosphere of openness, trust and
camaraderie among us.
Lord,let me be a leader who is able to give people the space
to be the best that they can become.
Let me encourage my fellow workers to think for themselves.
Let me share with my people a Vision of the future, I believe in.
So that we could share our visions and together create and
shape a future we all desire.
And Lord, let this vision of the common future together be our
source of HOPE. Amen.