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Supervision Skills

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Title: Supervision Skills


1
Advanced Supervisors Skills
Free Sample 25
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2
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3
Ground Rules
Pls.Keep it Silent
Non Smoking Area
4
Introduce yourself
5
Course Logistics
  • Self-introduction
  • Comfortability (vision sound - A/C)
  • Breaks
  • Questions
  • Participation

Wishing you a successful course
6
Course Objectives
  • To assist supervisors in developing their
    leadership skills to meet the business challenges
    of today and tomorrow.
  • To provide supervisors with a sound
    understanding of their roles within their
    organizations.

7
Course Contents
8
Part 1 The Changing Business Environment
  • Functions of Management
  • The Managerial Skills
  • Styles of Management
  • The Changing Role of Management

9

Part 2 Roles and Responsibilities of Supervision
  • Role of a Supervisor
  • Traits of a Successful Supervisor
  • Styles of Supervision
  • Tips to the Supervisor
  • What the Supervisor Rewards

10

Part 3 Supervisory Skills
  • Effective Communications
  • Managing Meetings
  • Problem-solving and Decision-making
  • Team-building
  • Objective Setting
  • Time Management
  • Delegation
  • Motivation


11
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Chapter One
The Changing Business Environment
13
Management
  • The process of organizing methods, materials,
    manpower, and other resources to achieve
    organizational goals

14
Why Studying Management Is Important?

15
The Theory of Management
16
.. the process of organizing methods,
materials, manpower and other resources to
achieve organizational goals
MANAGENMENT
is more art than science. Managing is working
with and through other people to accomplish the
objectives of both the Organization and its
members
17
Management Levels
Strategic level
Top
Technical level
Middle
Operations level
Supervision
Employees / Individual Contributors
18
Span of Control Hierarchy
Strategic level
Technical level
Operations level
Employees
19
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20
Chain of Command
Strategic level
Technical level
Operations level
21
Evolution of Management Theories
Post-Modern period 1965-till now
Information Technology
Contemporary period 1930-1960
Behavioral aspects
Classical period 1880-1927
Economic aspects
22
Hawthorne Studies (1924 1927)
  • A turning point in management
  • ATT corporation / Harvard school of management
  • Effect of the industrial environment on
    productivity
  • Interviewing workers
  • The power of informal groups

23
Conclusion

Managers realized that to get the job
done meant enlisting the cooperation of
workers
24

"Supervision is a Management Activity, and
Supervisors have a Management Role in the
Organization"
25
How Supervisors Are Selected

26
The Management Process
Supervisor
No managerial skills or competencies are
demonstrated yet
Demonstrates good technical skills
Individual contributor
27
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The Management Process
Manager
Demonstrates good managerial skills and
competencies
Supervisor
Demonstrates good technical skills
Individual contributor
29

Manpower
Production Process
30

Functions of Management

31
(No Transcript)
32
Planning
  • Setting goals and objectives
  • Identifying income and expense drivers
  • Overcoming/changing paradigms

33
Organizing
  • Authority levels
  • Defining roles and responsibilities
  • Who to do what
  • Workload distribution
  • Handling emergencies

34
Controlling
  • Aligning activities and processes with companys
    objectives
  • Establishing performance standards
  • Monitoring performance

35
Coordination
  • Verification of alignment
  • Developing inter-departmental relations

36
The Management Process
Feedback
Measuring evaluation
Developing people
Planning
Controlling
Strategic
Operational
Management control
Operational control
37

Functions of Management

38
What Is a Management Skill ?
  • The capabilities that are important for
    successful performance as managers and
    supervisors
  • You need to demonstrate these skills to carry out
    your role in achieving results through your
    employees

39
What Are the Basic Skills That a Supervisor Needs
to Enable Him Achieve His Objectives?
Question

40


41
The Managerial Skills
Technical
Interpersonal
Intellectual
  • Specific expertise
  • - Engineering
  • - Finance
  • Accounting
  • Administration
  • Communication
  • Delegation
  • Negotiation
  • Motivation
  • Team-building
  • Rewarding
  • Planning
  • Organizing
  • Controlling
  • Coordination
  • Decision-making
  • Problem-solving
  • Time management

42
The Managerial/Technical split
Top Management
Technical skills
Intellectual skills
Interpersonal skills
Middle Management
Supervision
43

Styles of Management

44

Pace-setter
Autocratic
Democratic
Affiliative
Authoritative

45
Coercive
Do what I tell you
  • Assigns unpleasant tasks
  • Doesnt listen to subordinates
  • Makes subordinates life hard
  • Reacts effectively in crisis situations

46
Pace-setter
Expects perfection
  • Makes subordinates proud of what they are doing
  • Sets high standards of performance
  • Will not forgive mistakes

47
Questions
  • When is the supervisor required to be democratic?
  • When is the supervisor required to be coercive?
  • When is the supervisor required to be
    authoritative?
  • What are the disadvantages of being affiliative?

48
Managers/ Supervisors Perception of Subordinates

49
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