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Essential supervisor skills new.pptx

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Essential supervisor skills new.pptx

  1. 1. LEARNING STRATEGY – 1 HOUR • BASIC REQUIREMENTS - QUALITIES • IMPOSTER SYNDROME • PERFORMANCE CONVERSATIONS • DEALING WITH DIFFICULT EMPLOYEES • HOW TO STRUCTURE A PERFECT CONVERSATION • LISTENING SKILLS
  2. 2. WHO IS A SUPERVISOR • SUPERVISION • SUPER / VISION • OVER / SEE • DEFINITION • SOMEONE WHO IS APPOINTED BY THE MANAGEMENT TO OVERSEE AND ENSURE THE WORK AT OPERATIONAL LEVEL IS DONE BY THE WORKERS OR STAFFS ACCORDING TO THE AGREED PLAN, SCHEDULES, RULES AND PROCEDURES
  3. 3. WHO IS A SUPERVISOR A SUPERVISOR IS THE FIRST LINE MANAGER WHO • MANAGES THE WORK • MANAGES THE OPERATIVE WORKERS • WORKS WITH LIMITED AUTHORITIES
  4. 4. PERSONAL BEHAVIOR TRANSFORMATION ATTITUDE IS THE LITTLE THING THAT MAKES A LOT OF DIFFERENCE IN LIFE. THINKING IN A POSITIVE WAY, ONLY INCREASES YOUR ATTITUDE, GIVES ADDITIONAL ENERGY. ONE WHO HAS THE TALENT IS NOT ALWAYS THE ONE WHO ACHIEVES, ONLY THOSE WHO HAVE DISCIPLINE TO FOLLOW- THROUGH ACHIEVE.
  5. 5. PERSONAL BEHAVIOR TRANSFORMATION LOVE WHAT YOU DO, YOU WILL PRODUCE GOOD RESULTS. FAITH IN YOURSELVES WILL PUSH YOU TO TAKE ACTION, EVEN WHEN THERE IS REPEATED FAILURE
  6. 6. SUPERVISORY QUALITIES DEVELOP PASSION IN THE PERSON FOR THE WORK HE IS DOING YOU NEED NOT SUPERVISE HIM AT ALL. “REAL MEASURE OF LEADERSHIP QUALITY IS NOT WHAT HAPPENS IN YOUR PRESENCE BUT WHAT HAPPENS IN YOUR ABSENCE.”
  7. 7. SUPERVISORY QUALITIES • Earn respect •You be on time • You do not talk unnecessarily •You be regular to work •You show the enthusiasm and commitment. •You do things which are respectable •You be disciplined in your actions and words
  8. 8. SUPERVISORY QUALITIES You are responsible for the results, unless there was deliberate disobedience of your order or a sabotage from the workers. Accountable
  9. 9. SUPERVISORY QUALITIES Criticise privately, praise publically. Social skills
  10. 10. SUPERVISORY QUALITIES Many labour issues arise because the workers do not feel they have been treated fairly and equally. Expect good work from everyone Fairness.
  11. 11. SUPERVISORY QUALITIES Without shutting off feedback by scolding, judging, moralizing and give importance to their concern. Listen to workers, managers, customers. Be approachable
  12. 12. SUPERVISORY QUALITIES Effective supervisors possess thorough knowledge of the each worker’s job. When others are intimidated or overwhelmed, jump in front and show “it can be done ” Know your job and Make Things Happen.
  13. 13. SUPERVISORY QUALITIES Most employees admire supervisors who are committed to the organisation and management policies. “Being a management rebel may give short-term popularity, but affect the long term effectiveness” Committed and responsible.
  14. 14. SUPERVISORY QUALITIES Have courage to try new methods Help others to do in a new way Take initiative and make things happen. Be innovative and proactive
  15. 15. SUPERVISORY QUALITIES Listen to me closely because I will only tell you this once. So take notes. Be a good trainer Give clear Instructions and ensure it is understood correctly. You do not do the job; train others to learn the job, instead. Cross train the people in different functions.
  16. 16. SETTING WORK PRIORITIES AND PERFORMANCE STANDARDS YOU NEED TO DECIDE ON WHAT RESULTS ARE TO BE ACHIEVED AND HOW THEY ARE TO BE ACHIEVED. You need to discuss and seek agreement with the employee Document the performance standards. Identify ways to monitor performance
  17. 17. MOTIVATE OR DE-MOTIVATE
  18. 18. HOW MUCH TIME DO YOU SPEND WITH THEM? Why is it important? What are their strengths Create a no fear environment
  19. 19. REWARD AND RECOGNITION Reward the efforts of your employees by highlighting their individual achievements when informing senior managers about successes. Mention your team members by name whenever possible, rather than always calling them “my team”. Accept more of the blame when your team fouls up. Provide opportunities for those employees of yours who mess up to redeem themselves.
  20. 20. KEY SKILLS FOR PAINLESS PERFORMANCE CONVERSATIONS •FOCUS ON BEHAVIOUR •PROVIDE FEEDBACK •BE CURIOUS •BE CLEAR
  21. 21. BEHAVIOUR VS ATTITUDE Behaviour Something the staff member does that Can be seen or measured Attitude A belief the staff has about something
  22. 22. JUDGEMENT VS FEEDBACK Judgement An opinion or conclusion about something Feedback The process of providing judgement-free evidence or data to support performance improvement

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