How Did We Get Here

1
How Did We Get Here

• Scientific Management Approach one best way
• Functional Approach planning, organizing,
  commanding, coordinating, controlling

• Human Relations/Behavioural School behaviour of
  people in the workplace
• Quantitative Approach mathematical modelling

2
Change and the Supervisor

• Change is constant
• Rate of change is increasing
• No job in the next decade is going to change
  more than that of the first line supervisor.
  (Peter Drucker)

3
Trends and the Supervisors Role

• The workforce in Canada is expected to grow to
  33.5 million by 2006, an increase of 2 million
  from 1996
• The pool of available workers seeking supervisory
  management roles is increasing
• The workforce will be 3-4 generations working
  together
• By 2006, fewer young people will be entering the
  workforce because the population of this group is
  declining.
• Women in the workforce is increasing ( more than
  50), especially in non-traditional job areas
• 16 of all Canadian families are single-parent
  families headed by women

4
Trends and the Supervisor

• Flextime, job sharing and telecommuting
• Quality child and elder care programs for
  employees
• Sexual harassment on the job
• Create a workplace that stimulates the
  underemployed to fully use there SKAs (skills,
  knowledge and abilities)
• Largest growth in management positions and jobs
  will be in small growing companies
• Technological advances and changing markets
• Globalization
• Corporate culture and values
• Government and societal issues
• Empowerment and participative management

5
The professional supervisors perspective

• Will have to develop as innovators and idea
  people
• Will have to be aware of trends, current and
  future to prepare themselves to manage people
• Will plan for constant self-improvement and
  self-renewal, i.e. continuous self-improvement
  plan
• Will constantly seek new ways to apply their
  management knowledge in challenging, complex
  situations

6
Supervisors Variety of Skills

• Conceptual Skills ability to obtain, interpret
  and apply information
• Human Relations Skills ability to work with and
  through people
• Administrative Skills ability to plan,
  organize, and coordinate activities

• Technical Skills ability to perform the jobs
  within the supervisors area of responsibility
• Political Skills knowing the hidden rules of
  the organization

7
In small groups...

• Discuss the following statement
• Effective supervisors manage their departments
  well in a manner that gets the job done through
  their people instead of doing the work
  themselves.

8
Most supervisors are selected based on..

• Technical competence
• Seniority or past performance

• Willingness to work hard

9
Benefits from Better Supervisory Management

• Direct
• smoother-functioning department
• willingness of workers to contribute to
  objectives
• able to make suggestions to high-level managers
  and other supervisors

• aware of the needs of their departments and those
  of other departments
• promotes harmonious working relations

10
Management is ..

• Take a moment to define management in your own
  words and then share your definition with 2
  others in the room.
• __________________________________________________
  __________________________________________________
  ________________________________________

11
Management is ..

• The process of getting things accomplished with
  and through people by guiding and motivating
  their efforts toward common objectives.

12
Managerial Functions of a Supervisory Position

• Planning - what needs to be done in the future
• Organizing - arranging and distributing work
  among members of the work group
• Staffing - recruiting, selecting, orienting,
  training, appraising and evaluating employees

• Leading - guiding employees toward accomplishing
  organizational objectives while enhancing
  employee morale, job satisfaction
• Controlling - ensuring that actual performance is
  in line with intended performance taking
  corrective action when needed

13
Supervisors as Team Leaders

• Why teams?
• complexity of jobs and information
• focus on quality and customer satisfaction is
  related to employee performance
• diversity of workforce creates multiple employee
  perspectives
• loyalty comes from involvement
• people want meaningful work and to be treated
  with respect

14
Supervisors as Team Leaders

• The new function of the of the manager is to be a
  teacher, coach, mentor, coordinator and a team
  leader
• Increasingly, workers from different areas or
  specializations are forced to work together to
  recommend things, make or do things, and run or
  manage things