Office supervision lecture three

The Mwalimu Nyerere Memorial
Academy (MNMA)
Topic Three :Office Supervision
for TCHRM/05111
By, Mr. Sanchawa, Denis H
Assistant Lecturer-social studies

Meaning of supervision
• Supervision: guiding production and
procedures of staff to accomplish a delegated
goal or objective
• Overlap of skills
• Distinctions made in larger organizations
9/24/2014 MR. SANCHAWA, Denis H 2

Components of supervision
• Guiding the activities of staff to accomplish
delegated goal or objective
• Identifying tasks and roles needed
• Developing effective teams
• Ensuring that the right competencies are being
applied to tasks
• Seeing that problems are resolved
• Monitoring and refining staff/team performance
• Conforming with organizational policies

Core skills of supervision
• excellent interpersonal skills
• team building skills
• analytical and problem solving skills
• decision making skills
• effective verbal and listening communications
skills attention to detail and high level of
accuracy

Core skills (ctd)
• very effective organizational skills
• effective written communications skills
• computer skills including the spread sheet and
word processing programs, and e-mail at a
highly proficient level
• stress management skills
• time management skills

Personal attributes of the office
Supervisor/Manager
• be honest and trustworthy
• be respectful
• possess cultural awareness and sensitivity
• be flexible
• demonstrate sound work ethics

Required knowledge for effective
office supervision
• knowledge of office administration and
organization
• knowledge of human resource management
and supervision
• ability to maintain a high level of accuracy in
preparing and entering information in the
required format or system

Responsibilities of the office
supervisor/Manager
• Design and implement office policies
• Establish standards and procedures
• Organize office operations and procedures
• Supervise office staff
• Monitor and record long distance phone calls
• Prepare time sheets

supervisor
• Control correspondences
• Review and approve supply requisitions
• Liaise with other agencies, organizations and
groups
• Update organizational memberships
• Maintain office equipment

Supervisor/Manager
• Assign and monitor clerical and secretarial
functions
• Recruit and select office staff
• Orient and train employees
• Provide on the job and other training
opportunities
• Supervise staff
• Evaluate staff performance
• Coaching and disciplining staff

supervisor
• Design filing systems
• Ensure filing systems are maintained and up to
date
• Define procedures for record retention
• Ensure protection and security of files and
records
• Ensure effective transfer o files and records
• Transfer and dispose records according to
retention schedules and policies
• Ensure personnel files are up to date and secure

supervisor
• Plan and implement office systems, layout and
equipment procurement
• Maintain and replenish inventory
• Check stock to determine inventory levels
• Anticipate needed supplies
• Verify receipt of supply

Performance appraisal of employees
• It is an organization - wide management program
that provides a structured approach to:
Communicate business strategy
Establish a shared understanding of what is to be
achieved and how it is to be achieved
Facilitate management of self and others
Measure and motivate performance
(organizational and individual)

PA of employees
• A confidential document that includes the
employee’s performance expectations, a
summary of the employee’s actual
performance relative to those expectations,
an overall rating of the employee’s
performance, and the supervisor’s and
employee’s signature

Meaning of employees performance
appraisal
A management process for ensuring
employees are focusing their work efforts in
ways that contribute to achieving the agency’s
mission.

Phases of performance management
systems
It consists of three phases:
(a) setting expectations for employee
performance,
(b) maintaining a dialogue between supervisor
and employee to keep performance on track,
and
(c) measuring actual performance relative to
performance expectations.

PMS consists of ...
• A process for communicating employee
performance expectations, maintaining ongoing
performance dialogue, and conducting annual
performance appraisals;
• A procedure for addressing employee
performance that falls below expectations;
• A procedure for encouraging and facilitating
employee development;
• Training in managing performance and
administering the system; and
• A procedure for resolving performance pay
disputes

How to measure the performance?
• The appraiser and the appraisee jointly set the
Key Result Areas (KRA’s) and assign mutually
agreed weightage expressed as a percentage
• Simple mathematical relationship between set
weightage and accomplishment gives a final
numerical score on KRA’s
• To evaluate all management personnel on
company values and leadership attributes a new
section has been added entitled “Values in Action

Key result areas of measurements
• A KRA refers to a target that needs to be achieved
by the appraisee in a given time
• KRA’s are the set of performance expectations
from the appraisee
• The focus is on tangible outputs. However this
does not mean that tasks that have a qualitative
output cannot form a KRA
• The focus is on tangible outputs. However this
does not mean that tasks that have a qualitative
output cannot form a KRA

Objectives of employees’ performance
appraisal
• Understand what is expected of them and
how their work leads to organization’s goals
• Have the skills and abilities to deliver on those
expectations
• Meet those expectations
• Are actively engaged in designing and
implementing work tasks

Objectives of PA
• Measurement helps in objectively
differentiating between performers and non
performers. Sustain positive relationships
• Receive feedback on their performance
• Have opportunities to improve performance

Delegation
• Assign responsibility for accomplishing a goal
or objective to a member of the staff
• Allow that person to formulate activities
needed to accomplish assignment
– Builds motivation
– Increases competencies
• Risk of assuming “Why bother? I could do the
work in much less time.”

Steps of delegation
• Delegate whole tasks to individuals/ teams
• Select the right person/team for tasks
• Clearly specify results expected, not the
methods for accomplishing them
• Make sure recipient understands and agrees
with assignment

Steps of delegation (ctd)
• Agree on criteria for monitoring progress,
times for reporting & feedback
• Maintain open lines of communication
• Set up means for addressing problems
• Evaluate and reward successful performance

Employees induction
• Induction is the process of receiving and
welcoming employees when they first joint
the company and giving them the basic
information they need to settle down quickly
and happily and start work (Armstrong ,2010).
• It is the process of introducing the new
employee to the job and the organization.

Objectives of employees induction
• To intimate them about the Mission, Aims and
Objectives of the Company
• To generate interest.
• Clarify roles and responsibilities.
• Introduction to workmates
• Employees learn the employer standards.

• Helps to maintain rules of the organization
• Structure of company made known to
employees
• Quality standards made known.
• No chaos
• Increase productivity

• To familiarize the new comer with the
requirements of the job
• To explain the new employee the terms and
conditions of the job
• to bring interaction between personal goals
and organizational goals
• To promote the feelings of belonging to the
organization

• To familiarize the new employee to his immediate
supervisor
• To provide information to the new employee
regarding organization’s policies and procedures
• To reduce the employee’s chance of leaving the
organization quickly
• to establish favorable attitudes regarding the
organisation in the mind of the employee and etc

Essential items of employees induction
• Organization history, core values, mission,
vision and philosophy
• Organization products/services
• Department location
• Personnel policies and procedures
• Condition of services like holidays, hours,
leave, medical leave and etc

Essential items of employees induction
• Remuneration and other benefits
• Health and safety measures
• Career advancement schemes
• Trade unions and memberships
• Grievance handling mechanisms/systems

Four distinct levels of employees’
induction(the four C’s)
• 1. Compliance: is the lowest level and includes
teaching employees basic legal and policy related
rules and regulations
• 2.Clarification: refers to the ensuring that
employee understand their new jobs at all related
expectations
• 3.Culture : is abroad category that includes
providing employees with a sense of
organizational norms- both formal and informal

Four distinct levels of employees’
induction(the four C’s)
• 4. Connection: refers to the vital interpersonal
relationships and information networks that
new employees must establish

Establishing induction programme
Type Purpose
a) General
induction
To enable the new employee to know about the history of the
organization
b) Specific
induction by the
supervisor
To enable the new employee to know about the job requirements
, his place of work, the location of facilities under whom and with
whom he should work and so on
c) Follow-up
orientation by the
personnel
department
To find out whether the employee is reasonably well satisfied
with his job supervisor and so on

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