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Explain the difference between first line workers, supervisors, middle managers, and top managers.
Define the role of the 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 a
successful supervisor.
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Focus on Supervisory Skill Development Identify the elements necessary to be successful
in Dealing with others Work on Developing the most complicated – if not
the most Difficult Competency ◦ The Ability to work well with people
Motivating Coaching Delegating Resolving Conflict
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A systematic grouping of people brought together to accomplish some specific purpose
- Your Company- Church or Charities- Retailers & Wholesalers- Sports Teams & Leagues
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Purpose◦ Typically expressed in terms of goal or goals.
People◦ It takes people to establish the purpose and to
make the goal a reality. Systematic structure
◦ Defines roles of members, sets limits on their work behavior.
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A mission is your reason for being…what you do each day. In other words a mission defines the nature of your business and provides strategic direction to unify the use of human and other resources.
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The employees who physically produce an organization’s goods and services by working on specific tasks.
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Oversee the work of the operative employees and are the only managers who do not manage other managers.
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All employees below the top-management level who manage other managers and supervisors.
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A group of people responsible for establishing the organization’s overall objectives and developing the policies to achieve those objectives.
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Management◦ The process of getting things done, effectively and
efficiently, through and with other people. Efficiency
◦ Doing the task right.◦ Refers to the relationship between inputs and outputs.
Effectiveness◦ Doing the right task.◦ Associated with goal attainment.
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Planning◦ Defining organizational goals, establishing an
overall strategy for achieving these goals, and developing a comprehensive hierarchy of plans to integrate and coordinate activities.
Organizing◦ Dividing work into manageable components and
coordinating results to achieve objectives.
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Bottom Line – Get the job Done with the resource available!
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Management Functions
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Top management◦ Focuses on long-term, strategic planning and
structuring the overall organization. Supervisors
◦ Focus is on short-term, tactical planning and structuring jobs of individuals and work groups.
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Assistant Manager Department Head Head Coach Team Leader Shift Leader/Captain Foreman Facilitator
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Overseer Disciplinarian Enforcer of policy Supervise closely,
discipline when the rules are broken.◦ “Shape up or ship out!” ◦ “Do as I say, not as I do”
mentality
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Key person◦ The critical link in the organization’s chain of
authority. Person in the middle
◦ The reconciler (buffer) between the opposing forces and competing expectations of higher management and workers.
Just another worker◦ Because they perform tasks alongside the
same people they manage, supervisors are often thought of as no more than first line workers themselves.
Behavioral specialist◦ Supervisors must be able to understand
the varied needs of their staff and be able to listen, motivate, and lead.
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As change agents◦ To cut costs and increase productivity.◦ Continuous quality improvement.◦ Introduction of work teams.◦ Flexible work hours.◦ Accident-prevention and stress-reduction programs.
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As change agents Fewer middle managers
◦ Will significantly expand responsibilities for supervisors.
◦ ”Lean and mean” a major theme of the best corporations.
◦ Organizations are particularly thinning their ranks among middle management staff-support personnel.
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As change agents Fewer middle managers As trainers
◦ Training becoming more important than ever before.◦ Many new employees poorly prepared for work or
have language or communication deficiencies.◦ Technology requiring additional skill training among
current employees.◦ Supervisors will carry the primary burden for
identifying such skill deficiencies, designing appropriate training programs, and even providing the training.
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The boss◦ Traditional “authority figure” to keep employees
in line.◦ Decides.◦ Directs.◦ Orders.◦ Controls.
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The boss The coach
◦ Clarifies responsibilities, motivates, and represents employees’ interests within the organization.
◦ Guides.◦ Listens.◦ Trains.◦ Assists.
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From within ◦ Source of many new supervisors.◦ Operative employees who know how things are
done and know the organization.◦ Abilities are known to management.◦ Acts as an employee motivator.
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Know the operation Understand the organization Know the employees Have prior experience on which to make
decisions Employee motivator
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From within From colleges
◦ Both two- and four-year colleges.◦ With some additional organizational training, can
readily step into frontline management.
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Initial view of manager as “boss” incorrect◦ Still have to work—a lot!◦ Now you’re a troubleshooter, juggler, and quick-
change artist.◦ Problem solver, decision-maker, resource allocator.
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Initial view of manager as “boss” incorrect Unprepared for the demands and
ambiguities◦ Unrelenting workload/pace.◦ Simultaneous problems with constant interruptions.
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Initial view of manager as “boss” incorrect Unprepared for the demands and
ambiguities Technical expertise no longer primary
determinant of success or failure◦ Now you have to get things done through others.◦ Knowing “how” not enough any more.◦ Now you have to motivate others to do the job.
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Initial view of manager as “boss” incorrect
Unprepared for the demands and ambiguities
Technical expertise no longer primary determinant of success or failure
Supervisor’s job comes with administrative duties◦ Paperwork and communicating.
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Unprepared for the demands and ambiguities
Technical expertise no longer primary determinant of success or failure
Supervisor’s job comes with administrative duties
The “people challenge”◦ Most demanding skill of all.◦ Dealing with people, counseling, providing
leadership.
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Technical◦ Specialized knowledge or expertise
Ability to understand technical aspects of the job.
Ability to understand what each worker does.
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Technical Interpersonal
◦Ability to work well with people Understand their needs. Communicate well. Motivate others.
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Technical Interpersonal Conceptual
◦Mental ability to analyze and diagnose complex situations To see the organization as a complex
system of many related parts. To give the supervisor a broad
perspective. To enhance problem-solving and
decision-making capabilities.
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Technical Interpersonal Conceptual Political
◦ The ability to enhance power.◦ To build a power base.◦ To establish the “right” connections.
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How Competency Demands VaryHow Competency Demands Vary
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Where We Start …
Motivation…
Why?
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What Does Motivation have to do with:◦Coaching?◦Delegating?◦Resolving Conflict?
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A goal is a statement of what you want to achieve.
Ideally, the statement should be as objective as possibleso that it can be clearly understood and measured.
It’s useful, however, to clarify your ideas before you try to objectively state and organize them.
How do you get employees to accomplish
YOUR GOAL?
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The employees who physically produce an organization’s goods and services by working on specific tasks.
YOUR GOAL?
Make it THEIR GOAL!
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Some inner drive, impulse or intention that causes a person to do something or act a certain way.
your dictionary.com
Motivation:
People do things for their own reasons
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Positive Reinforcement Effective Discipline Treating them Fairly Satisfying their needs Setting work related goals Job Design Reward based on
Performance
How do we get them to have that inner drive?
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Help them discover what is in it for them!
Why do they want to help? How can they help?
Motivation:
Profit
sharing
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Why do people go to work?◦ Earn money◦ Feel a part of something◦ Feel important◦ Learn
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Employees are going to work to do what is right◦ Make product, follow the rules, avoid trouble
Employees are going to work to meet their needs◦ Food, shelter, healthcare, transportation
If we don’t let them know what isexpected …
– How will they know?- How will they succeed?
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By Example Telling them Teaching Them Leading Them Coaching Them Delegating to Them Supporting Them Provide Feedback
How do we let them know?
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We must have Effective Discipline for◦ Insubordination, fighting, attendance,
dishonesty, disruptive attitude, poor performance, etc.
The Goal of Discipline is to change undesirable behavior◦ Most effective if:
Focus on behavior not the person Correct problems not punish employees
Once They Know:
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Discipline occurs to help the person comply with the rules – It must:◦ Be Timely
◦ Be Consistent/ Fair
◦ Be Objective/based on observable behaviors
◦ Avoid subjective reactions to an employee
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Take action immediately – As soon as practical
Take action Privately – Never in public Place responsibility on employee Problem solve with employee Gain commitment to change & maintain
appropriate behaviors Follow up with Feedback
How to Discipline
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Give Appropriate Information/Training
Give Necessary Tools
Set the Expectation
Hold everyone to the appropriate
expectation
Give appropriate opportunities
Hold everyone accountable for their job
Treat People Fairly
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Know what training they need
Listen to what they want
Know what opportunity they want (or
not)
Help them get better
Satisfy their needs
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A goal is a statement of what you want to achieve.◦ What Skills do they need to master?◦ What tasks must they learn?◦ What paperwork is required?◦ What must they accomplish for the team’s
success?◦ What professional goals do they have?
Set Work Related Goals
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Enlarge the job◦ Don’t “dump”
◦ Bring more pieces together
Enrich the job◦ Variety of skills
◦ Autonomy
Empower employees◦ Allow more Judgement
Delegate◦ Increase personal accountability for
work
Job Design
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What are your Options as a Supervisor? ◦ Praise◦ Recognition◦ Promotions/Lateral moves◦ Certificates◦ Thank you notes/cards◦ Gift cards◦ Subscriptions◦ Employee of the Month/Qtr
Base rewards on Performance
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Set the Stage - Restate the problem could be mutual (Set the ground rules)
Gather Facts (communicate) Agree on the REAL problem Brain Storm Solutions Negotiate a Solution
◦ Be Calm, patient and have respect◦ Properly managed Conflict can have very good
impact on the team
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What Is a Skill? ◦ The ability to demonstrate a system and sequence
of behavior that is functionally related to attaining a performance goal.
◦ No single action constitutes a skill.◦ Is a system of behavior that can be applied in a
wide range of situations.◦ In aggregate, they form the competency base for
effective supervision.
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You are part of management◦ You support the organization and the
wishes of your managers.◦ You are loyal to the organization.◦ You develop the respect of your
employees, as well as your peers and boss.◦ You continually keep your skills and
competencies up-to-date.
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You are part of management You have legitimate power
◦ You direct the activities of others.◦ You have authority to act and to expect others to
follow your directions.◦ Instead of the “iron fist,” you must develop
interpersonal skills.
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You are part of management You have legitimate power You’ll be supervising a diverse
workforce◦ Be sensitive to their needs.◦ Recognize their different talents.◦ Be tolerant and empathetic to them as
individuals.
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Wrap Up