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Introduction to Basic Supervision Supervisor, Manager

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Introduction to Basic Supervision Supervisor, Manager, Leader Supervision deals with individuals and tasks Management deals with groups and priorities Leadership ... – PowerPoint PPT presentation

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Title: Introduction to Basic Supervision Supervisor, Manager


1
Introduction to Basic Supervision
2
Supervisor, Manager, Leader
  • Supervision deals with individuals and tasks
  • Management deals with groups and priorities
  • Leadership deals with strategic issues

3
The Role of the Supervisor
  • Establish the climate of human relationships at
    the department level.
  • Shape the attitudes that motivate employees
    toward better performance.
  • Interpret and apply policies, work
    specifications, and job orders.
  • Train new employees and instruct long-term
    employees to work effectively and safely.
  • Counsel and discipline employees.
  • Initiate or recommend personnel actions such as
    promotions, transfers, pay increases, and
    discharges.
  • Plan and maintain time and work schedules.
  • Adjust and improve work procedures, using
    knowledge of machine and equipment capacities.
  • Take necessary steps to secure the good quality
    of products and services for which the supervisor
    is responsible.
  • Coordinate the activities of the department in
    such a way that its goals are met economically.

4
Supervisory Styles
5
Autocratic Style
  • Task and procedure-oriented
  • Closed communication and secretive with
    information
  • Believes people do not like to work and generally
    avoid responsibility
  • Believes people are motivated by fear of
    punishment
  • Places emphasis on control, procedures, and
    techniques for telling people what to do
  • Works best with Dependent, new, or
    inexperienced workers

6
Mixed Style
  • Mixture of characteristics from both groups with
    degree depending upon placement on the scale

7
Participative Style
  • People-oriented
  • Open and direct communication
  • Believes people find work satisfying and
    generally seek responsibility
  • Emphasis is on nature of relationships and
    creation of an environment which encourages
    support for company goals
  • Group decision making
  • Works best with Independent, self-reliant,
    experienced workers

8
Management Styles
9
Types of Management
  • Tough Guy -
  • Theory X management
  • Nice Guy
  • Theory Y management

10
Ideal Compromise
  • Good managers realize that they dont have to
    be tough guys all the time and nice guys often
    finish first.
  • Source Managing for Dummies

11
Leadership
12
Characteristics of Successful Leaders
  • Ability to develop potential
  • Ability to establish and communicate goals
  • Positive assumptions of others potential
  • Commitment to excellence
  • Focus on human aspects of task

13
Leadership Functions
  • Improve individual performance
  • Develop teamwork and team support
  • Manage change or encourage innovation
  • Build mutually productive, collaborative
    relationships
  • Encourage involvement and initiative
  • Develop in others increased vision and commitment
    to goals

14
Facilitative Leaders.
  • Lead
  • Facilitate
  • Coach
  • Team Leader
  • Change Agent

15
Seven (7) Practices of Facilitative Leadership
  • 1.    Bring out the best in others
  • 2.    Share an inspiring vision
  • 3.    Focus on Results, process and relationships
  • 4.    Seek maximum appropriate involvement
  • 5.    Model behaviors that facilitate
    collaboration
  • 6.    Design pathways to action
  • 7.    Celebrate accomplishments

16
How to Keep Your Good Employees
  • Vary daily tasks
  • Assign special projects
  • Solicit suggestions and implement where possible
  • Cross-train

17
Your EnvironmentHow Would You Like to Work for
You?
  • Do I provide my employees a comfortable
    workspace?
  • Am I easily accessible to my employeesopen door
    policy?
  • Do I offer flexible work hours when needed?
  • Do I prepare my employees for changes that will
    affect them?
  • Do I treat all employees as equals and with
    consistency?
  • Do I allow workers flexibility in how they do
    their jobs?
  • Do I provide opportunities for stress reduction?

18
Giving Recognition
  • Problems
  • Employees arent frequently told how they are
    doing.
  • Managers comments to employees are often
    neutral or
  • negative.

19
Two Ways to Reward and Motivate
  • Give something pleasant
  • Take away something unpleasant.

20
Giving Recognition
  • Encourages people to repeat behaviors that lead
    to the right results.
  • Builds self-esteem and confidence.
  • Helps people stay centered in an ever changing
    work environment.

21
Giving Recognition
  • Promotes a sense of belonging
  • Builds pride in individual and group
    accomplishments

22
Key Actions
  • Identify an opportunity for giving recognition.
  • Describe behavior as immediately and as
    specifically as possible.
  • State how the behavior made a difference to you
    and to the organization.

23
Managing Conflict in the Workplace
24
  • Principles
  • Conflict is normal.
  • Conflict can be desirable when controlled.
  • Uncontrolled conflict is costly.
  • Costs
  • Time
  • Productivity
  • Harmony
  • Team Atmosphere
  • Your Image

25
How to Handle Conflicts Quickly and Effectively
  • Deal with the conflict immediately.
  • Identify the source of the problem.
  • Handle it face-to-face.
  • Consider the personality traits involved.
  • Ask for input and proposed solutions.
  • Avoid emotionsuse logic.
  • Schedule a follow-up meeting.

26
Delegation
Delegation is an essential part of any managers
job. Understanding the advantages, traps, and
guidelines of delegation can make this role more
comfortable and more effective for you.
27
Why should you delegate?
  • Develop employees.
  • Gives you, the manager, time to do other tasks.
  • Improves productivity.

28
Delegation Considerations
  • Consider abilities and available
    resourcescapitalize on employees strengths.
  • Delegate tasks requiring skills employees are
    expected to have.
  • Delegate complete projects.
  • Consider job posting.

29
  • When delegating, give your employees both the
    responsibility and authority to complete the task.

30
Common Traps in Delegating Work
  • Too much control
  • Not enough follow-up
  • Lack of direction
  • Lack of recognition

31
Guidelines for Successful Delegation
  • Tell them what you expectspecifically.
  • Prioritize responsibilities.
  • Check for understanding.
  • Ask for a verbal commitment.
  • Schedule periodic checkpoints to hold employees
    accountable and give feedback.

32
Communication
33
Effective communication is a passing of
information between one person and another that
is mutually understood and results in the other
person behaving in a manner which demonstrates
his/her understanding
34
Communication in a Diverse Team
  • Treat each person as an individual.
  • Only judge a person on his or her merits.
  • Avoid thinking in terms of us and them.
  • Focus on what people do, not what they look like
    or what they believe in.

35
What Motivates Employees?
  • Employers Think
  • 1.
  • 2.
  • 3.
  • 4.
  • 5.
  • 6.
  • Employees Say
  • 1.
  • 2.
  • 3.
  • 4.
  • 5.
  • 6.
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