Supervisory skills

Supervisory Skills
FETAC Minor Level 6 - AIS code: 6N2104
Analyse and exploration of supervision role for Renault in a form of report.
Information on fundamentals of supervision and Supervisory competencies include
the Supervisory principles and practice, different approaches to supervision, key
skills and theories of the role of the supervisor in establishing, maintaining and
continuously improving standards and quality in an organisation.
1500 words
Yasmina Rayeh
8/20/2014

Business Management FETAC MINORLevel 5
Information and Communication Systems AISCode:5N1952
Yasmina Rayeh 1 05/08/14
Contents
I. Principles and practice of supervision in a range of public, private and voluntary environments ................ 2
1. Top Level Management:......................................................................................................................... 2
2. Middle Level Management:.................................................................................................................... 2
3. Supervisory Level/Operational Level in public, private and voluntary environments................................... 3
Functions of lowerlevel management are:..............................................................................................14
II. Principles and practice of supervision in a range of public, private and voluntary environments ......... Error!
Bookmark not defined.
III. Information flows..................................................................................... Error! Bookmark not defined.
IV. The functions of the Main Components of a computer Processing System.... Error! Bookmark not defined.
V. File Organization Structures...................................................................... Error! Bookmark not defined.
VI. File Organization Structures...................................................................... Error! Bookmark not defined.
VII. Ergonomics & computer system design...................................................... Error! Bookmark not defined.
VIII. Data Processing activities Map.................................................................. Error! Bookmark not defined.
IX. Research safely Internet using information communication technology (ICT) Error! Bookmark not defined.

I. Principles and practice of supervision in a range of public, private and
voluntary environments
Any public,private or voluntary organisation usually offers an aggregate of three levels of Management which
defines a chain of authority, responsibility and accountability1. To understand the lower level of authority, it is
important to understand the degree of competency and tasks of each level.
1. Top Level Management
With the maximum level of authority,top managementisaccountablein frontof shareholdersand Board of
directors. As full-time executive, top leaders organize the business to assure the organisation profitability
and growthand define in a long term framework the Purpose, Mission, Vision and Objective depending on
the organisation type. Co-operation of other levels of management is mandatory.
2. Middle Level Management:
Intrinsic to its position in the hierarchy, Middle management stands as a middle man between the
production and the administrative levels. Its responsibilities are based on a back and forth communication
between them.Receiving feedbacksand applying correctionsto reach theobjectivesset by the organisation
allow Middle management to prepare performance appraisal reports, but to delegate the conduct of the
operation to the operational level.
1 hoffman-info.com/wp-content/uploads/2013/06/small-business-management-team.jpg

3. Supervisory Level/Operational
This is the lowest level of authority, but supervisors have huge responsibilities when it comes to the:
• Relationship with employees/workforce (selection, motivation, discipline, appraisals/feedbacks)
• Production results (production flow and output, quality standards, minimum waste…)
• Administrative tasks like monitoring, collecting and relaying information about performances.
• Safety and security of the work environment
However, in practice, the Supervisors’ functions adapt to the organisation model and depend on the way the
organisation is ruled (approaches – see question II) and the hierarchical complexity.
a) In public (governmental): protocols are very strict; the bureaucratic system doesn’t challenge
clerks/officers when handling their work. They assign tasks and monitor quality achievement of
subordinates.
b) The private(profitable) environment,i.e. in the automobileindustry with the major carmaker Renault, the
production line is a place wheresupervisorsmainly ensurethe discipline, training,performance, security of
the workforce. They measure quality in conformity with standards and escalate/report any
recommendations or issues affecting the productivity therefore impacting the profitability of the
organisation.
c) Supervisor’s activities in the voluntary (non-profitable) environments are linked with volunteers
orientation, roles, and appraisal and with related agencies (Volunteer Centres, funders and corporate
sponsors). They elaborate policies and provide adequate information, advice and updates on the
volunteering programme2.
2 http://management4volunteers.wordpress.com/tag/volunteer-contributions/

II. Different approaches to supervision to include key concepts for selecting a
chosen approach for an organisation
Henri Fayol was one of the first explaining the functions of effective management in a scientific way. He
underlined thatthe common effortof all employees should fulfil successfully the goals and purposes set for an
organisation3
. Therefore, management should be:
• Forecast/Plan
• Organize/Command
• Coordinate
• Develop output
• Control financial aspects
To explain these 5 principal functions, H.Fayol developed 14 management principles4
:
1. DIVISION OF WORK
2. AUTHORITY
3. DISCIPLINE
4. UNITY OF COMMAND
5. UNITY OF DIRECTION
6. SUBORDINATION OF INDIVIDUAL INTERESTS TO THE GENERAL INTERESTS
7. REMUNERATION
8. CENTRALIZATION or DECENTRALISATION
9. SCALAR CHAIN
10. ORDER
11. EQUITY
12. STABILITY OF TENURE OF PERSONNEL
13. INITIATIVE
14. ESPRIT DE CORPS
These principles are still in usein theautomobileindustry even though automation hasaffected the production
process.Howeverdepending on theleadership styles,they were largely discussed.Differentstylecan co-exist in
organisations.
3 FAYOL H., 1916,Administration industrielle et générale,Bulletindela Société del’IndustrieMinérale,N°10, 5-164,Rééditions régulières par Dunod
depuis 1918.
4 http://managementinnovations.wordpress.com/2008/12/04/henri-fayols-14-principles-of-management/

a) Human-relation Supportive/ Participative,
The principles of H.Fayol (explained above) in the French industry did work effectively and with efficiency in
correlation with the Frederick W. Taylor‘s rational approach that was based on structuring the workplace and
implementing a labour discipline.
Both underlined the importance of Human-relation between the levels of the hierarchy and the rational
approach in a work environment. The adoption of Taylor’s principles improved the human relationship
between the firm and its work force as “employees shared the company’s destiny and felt they were part of
it”5
.
b) Autocratic /Charismatic
Henri Ford (Ford Motor Industry) used this approach to lead his company to a worldwide success before the
30’s not allowing any suggestions or initiatives from the workforce. but the “autocratic-authoritarian cluster
encompasses being arbitrary, controlling, power-oriented, coercive, punitive and closed-minded” 6
has been
criticized for the last decades because it creates a higher turnover, little concern for people therefore more
absenteeism than in other organizations, where other styles are implemented.
c) Democratic / Laissez-Faire (free rein style)
Engineers and designer leaders in Renault provide the tools and resources to the group members, who are
expected to solve problems on their own. The reliability is on the shoulders of the team members to make
decisionsfor themselves. No “Leader is running the team” until accomplishment of the desire output when the
leader reappears to take the credit for the success or either to take back the reins if the team fails to deliver.
The inconvenienceasunderlined is that deadlinesmay be missed or that the laissez-faire becomes an absolute
anarchy.
III. Attributes and key skills of an effective supervisor, to include
communication, time management, organisational skills and familiarity
with relevant employment and health and Safety Legislation
The impact of different management styles on group or/and individual performances within an organisation.
Supervisors/foremen ensure that goods and services are produced efficiently and that the correct amount is
produced the right way, cost and quality effective.
5 Paul Négrier, OrganisationTechnique et commerciale des usinesd’après lesméthodesaméricaines (système Taylor) (Paris, 1918), vii,
1-5, pp182-84
6 The BassHandbookof Leadership:Theory, Research, andManagerial Applications ByBernardM. Bass, RuthBass, p440

The typical activities will be to oversee production,makesureproductsareproduced on time,draft a time scale
for the job, be responsible for the selection and maintenance of equipment, reviewing workers performance,
checking absenteeism (Bradford Factor), supervising and motivating team workers.

Working PeopleSmart
 7
The Essential Supervisor's Handbook; Brette McWhorter Sember and Terrence J. Sember
Attribute Key Skills
Communication As employees put communication at the top of their
frustration list,
Establish an environment of trust and respect
Optimize productivity and quality we need effective
communication.
activity centered and outcome centered
communicationwithinthe Three Critical Components
of Effective Communication
1. A clearly stated message
2. A common frame of reference
3. A two – way exchange (feedback)
managers need to focus on:
WHAT they are communicating not HOW.
What is my desired outcome?
What is it I want employees to think, feel and do
after receiving my message.
To determine understandingyoumusthave feedbacks
monitor your non verbal and para verbal
communication
positive and constructive feedback
Interactive Communication Skills listen, explain
simply and maintain communication
Empathy temporary special considerations
Ability to Delegate (streamline project, ensuring
efficiency and maximizing profitability.)
Flexibility –different tactics based on the
situation
confidence and positivity, your employees will be
secure in your skills as a leader
Humility - accept responsibility and learn from the
mistake7
A. Always consider frame of
reference issues.
B. Focus on outcome centred
communication.
C. Remember the three critical
elements of communication:
1. A clearly stated message.
2. A common frame of reference.
3. A two-way exchange.
D. Remember to build trust, share
knowledge, provide feedback
and walk the talk.
E. Ensure consistency between your
verbal and non-verbal
communication.
F. Listen with your whole body.
Adapted from David Cottrell and
Eric Havey’s The Manager’s
Communication Handbook;
BuildingTrust, SharingKnowledge,
Provide feedback.
Engage all four levels of listening
as appropriate.
1) Passive: Silent Listening
2) Acknowledgement Responses:
Verbal and
Non Verbal
3) Door Openers and Invitations:
Encouragement
4) Active (Reflective) Listening:
• Rephrase / paraphrase the
speaker’s
statements (Content)
• Reflect the speaker’s meaning
(Auditory)
• Reflect the speaker’s feelings
(Emotional)
• Reflect the speaker’s nonverbal
communication
Time
management
1. Impeccable Time Management Skills.
Any good manager of a sales team
must have very disciplined time
management skills. However, it is
even more important in the mortgage
industry, as producing managers
1. They break projects into realistic
tasks with manageable deadlines.
2. They operate in two time
horizons.
3. They begin projects early.
4. They seek advice from others.
5. They delegate whenever

8 By Darren McElroy https://www.turningpoint.com/ONNrepro.html
9http://books.google.ie/books?id=d_iPBjj75b4C&pg=PA75&lpg=PA75&dq=organisational+skills+attributes&source=bl &ot
s=G0nfXzMKau&sig=g-l1rlG3dYiV0sWY28y-
1Hh85hA&hl=en&sa=X&ei=Vtv9U6OuConC7AaAkYDoDg&ved=0CCEQ6AEwAA#v=onepage&q&f=false
10 http://www.dso.iastate.edu/asc/academic/handouts/time/characteristics.pdf
11 http://www.time-management-use.com/time-management-skills.html
today are not only managing a sales
team, they are originating loans,
recruiting loan officers, determining
marketing strategies, developing and
maintaining a budget, solving
customer issues, and interacting with
operations personnel on a daily basis.
In addition, producing managers in
the mortgage industry must find time
to carry out projects and other
stringent demands of upper
management. So, they need to be
very vigilant in how they spend their
time, using it where the best payoff
for them will be, while satisfying the
needs of many others.8
See event management9
:
possible.
6. They have a plan “B.”
7. They realize that “No” is
sometimes the appropriate
response to a request.10
First the most important
skills:
 Decision making
 Saying no
 Delegating
 Assertiveness
 Sense of order
 Discipline
 Goal orientation
 Able to avoid procrastination
 Organizing
 Other skills like capacity for
teamwork, having modern IT
tools off pet and more11
Organisational
skills
 Conducta TNA (as people need to know what
they are doing, how to do the job)
 Prepare a training Plan
 Design a Training Course
 Design Detailed Lesson Plan
 Develop Training Materials
 Design Feedback Form
Intelligence
Efficiency
Responsibility
Initiative
Loyalty
Dedication
Professionalism
Etiquette
Creativity
Work Plan
Organised TNA
Q/A/Collate
Plan a meeting
Agenda
Facilitate/hold a meeting
Minutes
Get feedback

Step 1
Communicate openly and honestly as possible.
Step 2
Address employee questions as openly as you can consistently delivering that information in a timely manner.
Step 3
Use employee feedback and participation to foster a sense of inclusion.
Step 4
Continue to train and develop employees.
Step 5
Help employees concentrate on reaching group goals by reminding them how their contributions contribute to the
group’s overall success. Use regular metrics and reports to demonstrate how employee contributions advance
organizational goals or provide clear short-term milestones for employees to work toward. Highlighting how an
employee’s contributions add value can help make the employee’s workday more meaningful and celebrating
accomplishments can help maintain motivation.
1rst line manager is the 22official manager of the work group determines objectives, planning/organizing,
communication with colleagues, subordinates and upper management, controlling, motivating…
He defines the work roles of subordinates. p116.
Supervisethe Productionsystems – small/largebatchproduction,flowandprocess production to control the
production continuously.
This kind of production allows versatile machinery, skilled and versatile workforce and sound purchasing
skills…sound store control and accurate sales forecasting.
Supervisors doesn’t need to know every job or to be an expert on all equipment
In 1975 definition from the American was hire, fire, transfer, suspend, fine, reward and discipline p120.
Nowadays it is more complicated due to the evolution of technology
(scheme Joan Woodward management and technology 1968 London, HMSO)
Employment Knowledge of the employment law
Employment Equality Acts 1998-2011
The Payments of Wages Act 1991
Safety, Health & Welfare at work Act 1989-2007
Followupstrictlythe proceduresimplemented by the
company
The grievance handling procedure
Health and
Safety
Legislation
Trained in the matter

 Skills Fayol’s 5 Management activities are to forecast and plan, to organise, 12
 Functions of supervisor
 Industrial Relations
 Law
 Management
 Personnel
I.
12 Supervisory management, principles and practice,David Evans,Cassel ed., 1999,pp128- The Functions of the
Supervisor

IV.

V. The role of the supervisor in establishing, maintaining and continuously
improving standards and quality in an organisation
Functions of lower level management are:
Tangible, measurable
Work/interaction/conjonction with team and other supervisors

MUD: in a context of training TO be aware of how people learn
MUD: Memorising /Understanding /DOING
M U D
E N O
M D I
O E N
R R G
I S
S T
I A
N N
G D
I
N
G
Supervisor

 The information is objective, impartial?
Business Management Work Plan 2015
Short term Objectives Promote Environmental Health & Safety awareness across the organisation
Medium Term
Objectives
Establish formal training procedures in EHS for all staff and visitors across the OU
Desired Outcomes Make everyone aware of the importance of EHS in the workplace
Activities (1) Risk assessment
(2) Identify hazards
(3) Publish EHS leaflets
(4) Publish EHS on Intranet
(5) Appoint a safety Officer responsible for all aspects of EHS
(6) Create a safety Statement
(7) Create awareness through other media (questionnaires, games…)
(8) Askd;ask;’
Resources Budget
External Trainer
IT staff for Intranet
All staff
Time
Monitoring Survey
Notifications
Update systematic training process
Add to departmental meeting Agenda
Add to appraisal system
PDMS Performance Development Management System
Additional information Compliance with approved guidelines

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