SUPERVISORY MANAGEMENT CLASS

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SUPERVISORY MANAGEMENT CLASS . . Session One
PowerPoint Slides Reference Textbook pages 1 to
22
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Course Objectives

• Describe each of the key leadership, team and
  communication skills and the kinds of situations
  in which they would be critical to organizational
  success
• Observe others behavior and correctly identify
  their strengths and areas for improvement with
  respect to the leadership, team and communication
  skills.

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Course Objectives

• Gain a sufficient level of self understanding
  that you can correctly identify your own
  strengths and areas for improvement with respect
  to leadership, team and communication skills.
• Demonstrate leadership, team and communication
  skills.

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The Most Frequently Cited Skills of Effective
Managers

• Verbal communication (including listening)
• Managing time and stress
• Managing individual decisions
• Recognizing, defining, and solving problems
• Motivating and influencing others
• Delegating
• Setting goals and articulating a vision
• Self-awareness
• Team building
• Managing conflict

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A Model for Building Management Skills

• COMPONENTS
• Skill pre-assessment
• Skill learning
• Skill analysis

CONTENTS Survey instruments Role plays Written
text Behavioral guidelines Cases
OBJECTIVES Assess current level of skill
competence and knowledge create readiness to
change Teach correct principles and present a
rationale for behavioral guidelines Provide
examples of appropriate and inappropriate skill
performance. Analyze behavioral principles and
reasons they work.
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A Model For Building Management Skills
COMPONENTS Skill practice Skill application
CONTENTS Exercises Simulations Role
Plays Assignments (behavioral and written)
OBJECTIVES Practice behavioral guidelines. Adapt
principles to personal style. Receive feedback
and assistance Transfer classroom learning to
real-life situations Foster ongoing personal
development
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A Model of Critical Management Skills Personal
Skills

• Using the rational approach
• Using the creative approach
• Fostering innovation in others

• Coping with stressors
• Managing time
• Delegating

2. Managing Stress
1. Developing Self- Awareness
3. Solving Problems Creatively

• Determining values and priorities
• Identifying cognitive style
• Assessing attitude toward change

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A Model of Critical Management Skills
Interpersonal Skills

• Gaining power
• Exercising influence
• Empowering others

5. Gaining Power and Influence

• Coaching
• Counseling
• Listening

4. Communicating Supportively
6. Motivating Others
7. Managing Conflict

• Diagnosing poor performance
• Creating a motivating environment
• Rewarding accomplishment

• Identifying causes
• Selecting appropriate strategies
• Resolving confrontations

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A Model of Critical Management Skills Group
Skills

• Identify and promote advantages of teams
• Develop teams
• Conduct team meetings

• Identify inhibitors to empowerment
• Develop empowerment
• Delegate work

9. Building Effective Teams
8. Empowering Delegating
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Personal or Organizational Performance

• 
  Current Performance
• Last Decade
• This Decade
• Next Decade

X
X
X
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Attitudes and Behaviors of Participants
Traditional Students Versus Learners

• Students
• Study material to pass exams
• Passively accept and memorize ideas from others
• Complete assignments to please teacher
• See course as an obstacle to getting a degree
• View assignments as threat to GPA
• Goal Good grade
• See instructor as expert and assessor

• Learners
• Internalize concepts to be successful
• Critically evaluate ideas and test validity
• Use assignments to practice and improve skills
• See course as opportunity to enhance success
• View assignments as opportunity to get feedback
  on personal development
• Goal Skill mastery
• Are aware of those roles-but adds coach and
  facilitator

Adapted from Serey, T. T., and Verderver, K. S.
(1988)
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Management Skill Required at Different Levels

• Lower-Level Upper-Level Management
  Management

Technical Skills
Human Relations Skills
Conceptual Skills
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Partial Organizational Chart of Health and
Financial Services Division
President CEO Roger Steiner
Executive Assistant Paula Sprague
VP Operations Airline Services James Jordan
VP Operations Automotive Services Howard Smith
VP Operations Health Fin Services Michael
Grant
VP Operations Consumer Products Elec.
Services AJ Itaki
VP Operations Government Services Fred Ferris
CFO Hamilton Mason
VP Public Relations Hal Harris
VP Human Resources Sharon Shapiro
Controller Ian Herman
Treasurer Jason Means
Director Admin. Serv. Jason Hanson
Group 1 Manager Robert Miller
Group 2 Manager Wanda Manners
Group 3 Manager William Chen
Group 4 Manager Leo Jones
Group 5 Manager Mark McIntyre
Group 6 Manager John Small
Group 7 Manager Janice Ramos
Group 8 Manager Marcus Harper
Customer Service Manager Armad Marke
Office Administrator Michelle Harrison
Technical Staff
Technical Staff
Technical Staff
Technical Staff
Technical Staff
Technical Staff
Technical Staff
Technical Staff
Technical Staff
Technical Staff