Ch4

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Ch4

  1. 1. 1 Supervisory Management Chapter 4 By:Mr.Abdinasir Said
  2. 2. 2 The Rungs of the Management Ladder • Organizations is a system or pattern of any set of relationships in any kind of enterprise or business whether it is profit making or nonprofit making whether it is manufacturing or service business. • Organizations are social units structured in certain system to attain a set of goals.
  3. 3. 3 Why Organizations are needed? • They are needed because: • Organizations serve the society. • Organizations are social institutions that reflect certain cultural accepted values and needs. • They allow people to live together in civilized way and to accomplish goals as a society. • They serve society by making the world a better and safer and more pleasant place to live. Example: Hospitals and Universities.
  4. 4. 4 Why Organizations are needed (Cont) • Organizations accomplish objectives. • They enable the society to reach certain specified goals that would otherwise be much harder or even impossible to achieve. • Organizations provide careers • They provide their employees with a source by livelihood, personal satisfaction and selffulfillment. • They create jobs for the unemployed.
  5. 5. 5 The duties of any Supervisor or Manager • The duties of any Supervisor or Manager are: • The technical aspect: which is the work to be performed. • The managerial aspect: which is the people who are to perform that work in organization.
  6. 6. 6 Management Levels
  7. 7. 7 Top Management • In all organizations or any Business, Top Management are : • The board of Directors • Executive Directors, • Managing Directors, • General Directors, • Presidents and vice presidents, they are generally involved mainly with long-term planning which is called Strategic Management Planning.
  8. 8. 8 Top Management (Cont) • The Top Management is primarily concerned with deciding what the objectives of the business should be in two, four, five years or even ten years ahead, and the future policies of the organization. • Such Strategic Planning is mainly concerned with the organization as a whole rather than with its individual departments or sections.
  9. 9. 9 Middle Management Level • The head of departments or senior managers will be involved in TACTICAL PLANNING, that is, planning how the overall strategies are to be achieved. This often entails devising and operating short-term plans, for up to a year ahead.
  10. 10. 10 First (Lowest) Level Management • The first Level Management includes supervisors or foremen, are involved mainly in very short-term activities planning and is often called OPERATIONAL PLANNING. • That involves planning the day to day running of sections. • Example: Planning to meet monthly, weekly or daily production quota or deciding what each member of staff should be doing at any given time. • However, plans must be flexible, so that they can quickly and easily be modified in the light of events.
  11. 11. 11 How Managers Use their Time?
  12. 12. 12 The Responsibilities of the Supervisor • The Supervisor got the responsibilities towards the enterprise and its property, the employees who depend on him to ensure that their jobs and incomes are secure the beneficiaries and the community in general.
  13. 13. 13 The Responsibilities of the Supervisor (Cont) • The supervisor must train the members of his/her section. • He/she must give them advice, guidance and assistance. • He/she must motivate his/her members to work willingly. • He/she must organize and coordinate that they work together as a team. • Each employee must know what he has to do, when and how to do it.
  14. 14. 14 WHO IS A SUPERVISOR? • A supervisor is a person who is set apart by his training, previous experience, and abilities to guide the efforts of others; to interpret to his team under his section, the policies of the enterprise, and to plan, organize, direct, coordinate, motivate and control their efforts so that the desired objectives of his section, department or entire organization are achieved in the most efficient and economical manner.
  15. 15. 15 The Skills and Qualities Needed from the Supervisor • The skills and qualities wanted from the effective supervisor are no easy tasks. • A supervisor’s staff might be large, but whatever its size it will be composed of human beings men or women with a diversity of different characters and personalities, weaknesses and strengths, emotions and feelings, likes and dislikes. • In order to get the best from his team, a supervisor must get the best from each individual member of his team and that means adapting his approach to each employee as the necessity arises.
  16. 16. 16 Why Supervisors Fail? • Newly appointed supervisors fail for many reasons. • But one of the most common is failure to develop sound, workable plans. • As a person moves up from being an employee, with no management responsibilities before, to the new role of supervisor, the time and attention that he/she must give to planning increase markedly.
  17. 17. 17 Why Plans Fail? • Some experienced managers tend to overlook planning, they point to the high failure rate of their past plans to explain their current reluctance to spend even a few minutes in planning. • The reasons why plans fail can be divided into four categories:
  18. 18. 18 Why Plans Fail? (Cont) • Factors in getting started • A misunderstanding of what planning is. • Problems in doing planning. • Difficulties in using the plans once they are created.
  19. 19. 19 Steps in Successful Planning The planning process itself consists of seven major steps: • Identify the major external factors. • Identify and evaluate the department’s current situation. • Establish department objectives. • Determine resources requirements. • Determine product, service, or program output planning for the department. • Develop implementation plans. • Monitor and evaluate plans.
  20. 20. 20 Self-Assessment Activity 1. Who is effective supervisor? 2. What are the skills and qualities needed from the effective supervisor? 3. Why must a supervisor be completely fair, impartial and unbiased in all his dealings with his subordinates? 4. Why must a supervisor be caring and understanding person? 5. Why must a supervisor have consistency of actions among his staff for dealing with disciplinary matters? 6. Why plans fail or succeed?
  21. 21. 21 END A N Y Q U E S T I O N?

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