Principles of Supervision

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Principles of Supervision

• Defining The Supervisors Job

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Organization
A systematic grouping of people brought together
for some specific purpose
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3 Characteristics All Organizations Have in
Common

• 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

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The Organizational Pyramid
Top Management
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
Controlling
Leading
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Function by Organization Level
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Function by Organization Level
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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 Todays
Organization

• As Change Agents
• Fewer Middle Managers
• As Trainers

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A Supervisor Needs to Be a Coach?

• The Boss Decides, Directs
• Orders, Controls
• VS
• The Coach Guides, Listens
• Trains, 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
• Supervisors 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

• Technical
• Interpersonal
• Conceptual
• Political

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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

• Organizing, staffing, employee development
• Empowering others
• Interviewing
• Providing feedback
• Coaching

• Planning control
• Goal setting
• Creative problem solving
• Developing control charts

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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
A supervisor is a manager at the first level of
management.

• Technical
• Human relations
• Conceptual
• Decision making

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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 supervisors 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 organizations 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 supervisors 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 departments
  performance
• Cooperate with co-workers in other departments

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Responsibilities in a Changing Organization

• Todays 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
Typical candidates to be made supervisors

• 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.

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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 persons feelings if they
  were also a candidate for the position.

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Obtaining Using Power Authority

• Have the new supervisors 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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• Dont rush to make changes in the department.

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Characteristics of a Successful Supervisor