Principles of Supervision

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Principles of Supervision

• Defining The Supervisors Job
• Chapter 1

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Learning Goals

• Explain the difference between supervisors,
  middle managers, and top management.
• Define the term supervisor.
• Identify the four functions in the management
  process.
• Explain why the supervisors role is considered
  ambiguous
• Describe the four essential supervisory
  competencies. 
• Identify the elements that are necessary to be
  successful as a supervisor

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Organization
A systematic grouping of people brought together
for some specific purpose
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What Three Characteristics Do All Organizations
Have in Common?

• People It takes people to make decisions and 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 and regulations
• Purpose - Typically expressed in terms of goals
  and 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
  and efficiently, through and with other people

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The Four 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 and keep employees
  informed
• Responsible for employee training and skills

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What Roles Do Supervisors Play?

• Key person
• Person in the middle
• Just another worker
• Behavioral specialist
• What can you add?

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Are Supervisors More Important in Todays
Organization

• As Change Agents
• Fewer Middle Managers
• As Trainers

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Does a Supervisor Need to Be a Coach?

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

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Where Do Supervisors Come From?

• From Within
• From Colleges
• From the Outside

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Is the Transition to Supervisor Difficult?

• Initial view of manager as boss is incorrect
• Unprepared for the demands and 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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Competencies and Managerial Level
Conceptual
Interpersonal
Managerial Level
?
Top
?
Middle
Super- visory
?
Technical
Political
Supervisory Competencies
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Key Supervisory Skills

• What is a skill?

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Key Supervisory Skills

• Planning and control
• Goal setting
• Creative problem solving
• Developing control charts
• Organizing, staffing, and employee development
• Empowering others
• Interviewing
• Providing feedback
• Coaching

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Key Supervisory Skills

• Stimulating individual and 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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What Else is Critical to the Supervisor?

• You are part of management
• You have legitimate power
• Youll be supervising a diverse workforce

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Principles of Supervision

• Understanding Supervisory Challenges in the New
  Millenium
• Chapter 2

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Learning Goals

• Explain how globalization affects supervisors
• Describe how technology is changing the
  supervisors job
• Differentiate between an e-business and
  e-commerce
• Identify the significant changes that have
  occurred in the composition of the work force
• Explain why corporations downsize. 
• Discuss the concept of continuous improvement and
  identify its goals
• Describe why supervisors must be able to thrive
  on chaos
• Define ethics

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Change is the Norm

• Global market competitiveness
• Technological enhancements
• Workforce diversity
• Ethical considerations

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Global Competitiveness

• Organizations no longer constrained by national
  borders
• Buy American
• Can be very hard to do
• Many foreign products are now made in the US

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Globalization and the Supervisor

• Major challenge is a cultural one
• Parochialism
• Cultural environments
• Cultural variables
• Individualism
• Power distance
• Uncertainty avoidance
• Quantity of life
• Quality of life

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What is Technology?

• Any high-tech equipment, tools, or operating
  methods that are designed to make work more
  efficient

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The Technology Challenge

• Change and newness
• Computers
• New computers
• The internet
• Cellular phones
• E-mail, electronic communications
• Operating methods
• Communication
• Effects on supervisors job

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E-Business

• Differentiate from e-commerce
• Activities associated with a successful
  Internet-based enterprise
• Developing strategies for running Internet-based
  companies
• Improving communication with suppliers and
  customers
• Collaborating with partners to coordinate design
  and production

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E-Business venues

• Internet
• Intranet
• Extranet

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Workforce Diversity

• The composition of the work force to include men,
  women, whites, blacks, Hispanics, Asians, Native
  American, the disabled, homosexuals,
  heterosexuals, the elderly and so on
• Organizational policies and practices must adapt
• How does it affect the supervisor?

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Diversity
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Diversity
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Three distinct age groups

• Mature workers
• Baby boomers
• Gen Xers
• Gen Y?

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The Business Arena Is Changing!

• Downsizing a reduction in the workforce and
  reshaping of operations to create a leaner and
  more efficient organization
• Total quality management (TQM) a philosophy
  of management that is driven by customer needs.
  Statistical control is used to reduce variability
  to in crease quality
• Reengineering a radical change that occurs when
  most of the work is reevaluated and then alters,
  an organizational rethinking of what work should
  be done, how it is done, and how best to
  implement changes

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Downsizing
Is suppose to create greater efficiency and
reduce costs

• Leaner meaner trend
• Deregulation
• Foreign competition
• Mergers
• Takeovers
• Reshaping of organizations/reduction of staff

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Emphasis on Total Quality Management

• TQM is the new paradigm inspired by W. Edwards
  Deming
• Use of statistical process control TQM is data
  driven used to reduce variability
• Driven by customer needs and expectations
• Encompasses employees and suppliers as well as
  customers
• Quality can always be improved the organization
  must be committed to continuous improvement

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Reengineering vs. TQM

• TQM focuses on continuous improvement or ongoing
  incremental change
• Reengineering radical or quantum change,
  involves altering most of the work of the
  organization, requires rethinking what work has
  to be done, how it is to be done and how to
  implement it

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Supervisory Impacts of Downsizing

• Must handle anger, frustration, resentment
• Must handle decline in employee commitment
• Motivational problems
• People are scared
• Increased competition among employees
• Survivors are required to pick up the slack

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Supervisory Impacts of TQM

• Training
• Change
• Continuous improvement of processes
• New skills must be developed
• New processes implemented
• Fear must be overcome

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Supervisory Impacts of Reengineering

• Can cause confusion and anger
• Severed work relations
• New skills needed
• Latest technology introduced
• More decision making authority
• More compensation and rewards

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Thriving on Chaos

• Constant and chaotic change
• New laws, regulations, competitive threats
• New opportunities
• New/different customer needs
• Decision making must be faster, more flexible,
  more adaptable

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Social Responsibility

• An obligation that an organization has to pursue
  long-term goals that are good for society
• Goes beyond the law and profit
• Considers goals that are good for society

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Social Obligation

• The foundation of a business social involvement
• It assumes that an organizations social
  obligation is fulfilled when it meets its
  economic and legal responsibilities
• Does only the minimum that the law requires

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Social Responsiveness

• A process guided by social norms that require a
  business to determine what is right or wrong
• It is an attempt to make society better and not
  to do those things that could make it worse
• Adds a moral element to business

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Social Obligation Vs. Social Responsiveness
Meet Economic and Legal Requirements
Doing What Is Right
Social Obligation
Social Responsiveness
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Ethics

• Rules or principles that define right or wrong
  conduct
• Can be enhanced by rules, policies, job
  descriptions, or strong cultural norms that frown
  on unethical behavior
• Code of ethics a formal document that states an
  organizations primary values and the ethical
  rules it expects employees to follow
• A guide that tells you what to do or not to do

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Ethics

• For most employees, the supervisor is the only
  contact they have with management
• Therefore, the supervisor is the moral compass
  for the operative employees
• Ethical dilemmas require you to decide what is
  right or wrong

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Guidelines for Acting Ethically

• Know your organizations policy on ethics
• Understand the ethics policy
• Think before you act
• Ask yourself what if questions
• Seek opinions from others
• Do what you truly believe is right