The document outlines a basic supervisory skills training seminar that covers key concepts like planning, organizing, leading, and controlling. It discusses the role and responsibilities of supervisors, how to effectively plan work through techniques like forecasting and budgeting, organizing staff roles and delegating work, leading through decision making, communication, and motivation, and controlling work through assessment and regulation. The overall goal is for participants to understand effective supervision principles and apply their new knowledge and skills to solve organizational problems.
This document discusses how to train employees to become effective supervisors. It recommends a 3 step process: 1) Ensure employees learn technical job skills; 2) Set clear expectations for their new supervisory role and responsibilities; 3) Model desired behaviors. The role of a supervisor is multidimensional, involving tasks like assigning work, monitoring performance, coaching, and disciplining. Transitioning from an individual contributor to a supervisor requires adjustments in role, attitude, and skills. Creating the right conditions can help motivate employees in their new roles.
An able supervisor can make or break the performance of a team. A herd of sheep lead by a lion wins, while a pride of lions lead by a sheep fails. The management has to invest in developing their supervisors to excel in their managerial skills. This presentation lists the skills that are required to excel as a supervisor.
Basic Supervisory Skills Training Presentation. Includes placeholders for customized company info and training games. Topics covered include:
Interviewing, Performance Evaluations,
Coaching & Communication, and Progressive Discipline. NOTE: handwritten fonts don't convert in SlideShare and were replaced with ComicSans.
This PowerPoint presentation provides information on the roles and responsibilities of supervisors. It defines a supervisor as a person who leads a team to achieve organizational goals and objectives. It then outlines key responsibilities of supervisors such as achieving goals, overseeing production, assigning work, and maintaining documentation. Finally, it discusses important supervisor skills like setting goals, decision-making, managing change, communication, motivation, delegation, and training others. The overall presentation aims to educate attendees on best practices for supervising employees effectively.
This document discusses the responsibilities and skills of effective supervisors. It outlines that supervisors must work well with employees, management, and peers by setting a good example, providing trust and loyalty, and offering constructive feedback. Supervisory responsibilities include conducting safety meetings and investigations, assisting with job safety analyses, maintaining equipment and work areas, training employees, and supervising task performance. Additional characteristics of successful supervisors are having a positive attitude, being a good communicator, and possessing both technical and human relations skills.
The document provides an overview of a training course on supervisory skills for supervisors. It covers key areas of responsibility for supervisors, including legal obligations. It discusses techniques for effective time management, coaching and developing employees, and active listening skills. Key topics include transitioning to a leadership role, determining an employee's development level to apply the appropriate coaching style, and barriers to active listening.
The document provides an overview of the roles and responsibilities of a supervisor. It discusses the importance of supervisors in achieving organizational goals and linking upper management to frontline workers. The key responsibilities of a supervisor include achieving targets, overseeing production, assigning and monitoring work, and ensuring guidelines are followed. Effective supervision requires skills such as setting goals, making decisions, managing change, communication, delegation, training, monitoring performance, and dealing with conflict or poor performance.
This document discusses how to train employees to become effective supervisors. It recommends a 3 step process: 1) Ensure employees learn technical job skills; 2) Set clear expectations for their new supervisory role and responsibilities; 3) Model desired behaviors. The role of a supervisor is multidimensional, involving tasks like assigning work, monitoring performance, coaching, and disciplining. Transitioning from an individual contributor to a supervisor requires adjustments in role, attitude, and skills. Creating the right conditions can help motivate employees in their new roles.
An able supervisor can make or break the performance of a team. A herd of sheep lead by a lion wins, while a pride of lions lead by a sheep fails. The management has to invest in developing their supervisors to excel in their managerial skills. This presentation lists the skills that are required to excel as a supervisor.
Basic Supervisory Skills Training Presentation. Includes placeholders for customized company info and training games. Topics covered include:
Interviewing, Performance Evaluations,
Coaching & Communication, and Progressive Discipline. NOTE: handwritten fonts don't convert in SlideShare and were replaced with ComicSans.
This PowerPoint presentation provides information on the roles and responsibilities of supervisors. It defines a supervisor as a person who leads a team to achieve organizational goals and objectives. It then outlines key responsibilities of supervisors such as achieving goals, overseeing production, assigning work, and maintaining documentation. Finally, it discusses important supervisor skills like setting goals, decision-making, managing change, communication, motivation, delegation, and training others. The overall presentation aims to educate attendees on best practices for supervising employees effectively.
This document discusses the responsibilities and skills of effective supervisors. It outlines that supervisors must work well with employees, management, and peers by setting a good example, providing trust and loyalty, and offering constructive feedback. Supervisory responsibilities include conducting safety meetings and investigations, assisting with job safety analyses, maintaining equipment and work areas, training employees, and supervising task performance. Additional characteristics of successful supervisors are having a positive attitude, being a good communicator, and possessing both technical and human relations skills.
The document provides an overview of a training course on supervisory skills for supervisors. It covers key areas of responsibility for supervisors, including legal obligations. It discusses techniques for effective time management, coaching and developing employees, and active listening skills. Key topics include transitioning to a leadership role, determining an employee's development level to apply the appropriate coaching style, and barriers to active listening.
The document provides an overview of the roles and responsibilities of a supervisor. It discusses the importance of supervisors in achieving organizational goals and linking upper management to frontline workers. The key responsibilities of a supervisor include achieving targets, overseeing production, assigning and monitoring work, and ensuring guidelines are followed. Effective supervision requires skills such as setting goals, making decisions, managing change, communication, delegation, training, monitoring performance, and dealing with conflict or poor performance.
Supervisors are lower-level managers responsible for overseeing line workers and daily operations. Their key functions include planning and organizing work, monitoring performance, addressing issues, and serving as a liaison between workers and higher-level managers. Good supervisors motivate their team through recognition and rewards, provide support and guidance, effectively handle problems and grievances, and work to establish rapport with subordinates. Strong communication, leadership, and interpersonal skills are important traits for supervisors.
The document discusses basic supervisory skills and effective leadership. It provides tips for what makes a good supervisor, such as making more leaders rather than followers and using performance wheels to set goals and provide feedback. Good communication skills, observation skills, analytical skills, and helping skills are important. Effective leadership involves mutual discovery and applying different coaching styles. Leaders should understand different learning styles and balance information with practice time. The key is to have fun, relax, and let learners be in charge of their own learning. Effective managers hire smart people, take some risks, and make a real difference without letting past mistakes hold them back.
The document provides guidance for new supervisors on key skills needed for success in their role. It discusses setting goals and demonstrating effective behaviors. Some important skills covered are decision-making, managing change, time management, communication, delegation, and training. The document provides tips on how to implement changes, sell ideas to employees, make decisions, and deal with employee needs. Overall, it outlines the many responsibilities of a supervisor and gives advice on skills that are important for supervisors to possess and develop in order to be effective in their role.
The document discusses management skills and performance improvement. It defines different levels of management from top managers down to first-line managers and operatives. It also outlines key management processes like planning, organizing, leading, and controlling. Tools for management include delegation, problem solving methods like SWOT analysis and fishbone diagrams, and action planning.
>>https://workexcel.convertri.com/see-all-14-skills
Even more details on New Supervisor Training: https://workexcel.convertri.com/14-vital-skills-for-supervisors -
This New Supervisor Training PowerPoint helps new supervisors or seasoned supervisors who need additional help to lead employees better, reduce risk to the organization, reduce their stress, and accelerate their skills to improve productivity, reduce conflicts, reduce grievances, and increase workplace harmony. It's all about relationships with supervisors....and it's all about leadership in those relationships, but you can't count on supervisory staff knowing what to say, how to say it, what to do, and how to do it. This program does that. It is stuffed with a zillion tips and we cut out all the fluff. You get all meat and potatoes, now hot air. We created this program to take any supervisor and in two hours pack their brain with skills and abilities like a sardine can---and then leave them with the ability to return to it 24 hours a day to get the answer to supervisory questions the need answered right now. This new supervisor training program goes the extra mail. It covers observing performance, documenting, confronting, communicating properly with upper management, reducing risk of violence in the workplace, doing investigations properly, praising and inspiring employees, and much more. Enjoy this skill #8 and feel free to remove the tags in it or edit the content to suit your purposes. New Supervisor Training PowerPoint help is now easily done. Please contact us if we can help you in anyway. Many other new supervisor training programs and courses are available. One of the most overlooked groups, with regards to training, is old supervisors. There are many new supervisor training programs, but few for seasoned supervisors. This can be a real disadvantage for a business and also for the experienced supervisor. The business world is constantly changing and everyone old and new needs to keep up with their training. Sections of new supervisor training may be totally new to even a seasoned supervisor and they can benefit by learning these new skills. Technology has made so many improvements in how we work and how we supervise that it is imperative that all supervisors are trained in these techniques. Laws and regulations are also constantly changing and sometimes old supervisors get lost in the past and training can help to bring them up to speed with the way laws and regulations are today. But nothing is more important the communication and relationship skills. These soft skills or rather a lack of them are what increase risk to organizations. With this new set of training courses both new supervisors and older supervisors will become champions of productivity.
This two-day training program provides an overview of planning and organizing skills. Day one covers the fundamentals of management, planning, and applying a six-step planning process. Day two focuses on the definition and key elements of organizing, as well as delegation. Interactive activities are used to apply planning and organizing concepts to the National Integrated Policy Management Operations (NIPMO) work environment. The training aims to help participants effectively plan and manage resources through goal setting, strategy development, and monitoring outcomes.
The document discusses the importance of effective supervision and outlines key factors for supervisors to be effective. It states that effective supervisors are critical to achieving organizational goals like increased productivity and engaged employees. To be effective, supervisors need personal qualities like communication skills, technical skills relevant to the job, experience on the job, formal training, mentoring from other supervisors, and support from upper management. The document provides details on each of these factors and their impact.
Taking the Lead: Five Things Every Supervisor Needs to Know | Supervisory SkillsHRDQ-U
What makes a supervisor great? While there may not be a quick and simple answer to that question, there is a certain skill set that, when learned through time and exposure, make supervisors more effective. With increasing pressure being placed on supervisors to perform, organizations can’t afford a long learning curve.
Join us for an informative webinar that will help you, the trainer, get up to speed fast:
https://www.hrdqu.com/webinars/taking-lead/
For your own supervisory skills assessment:
https://www.hrdqstore.com/supervisory-skills-questionnaire
The document discusses delegation, which it defines as entrusting meaningful tasks to others while maintaining responsibility and accountability. It notes delegation should be specific, measurable, agreed upon, realistic, time-bound, ethical and recorded. Effective delegation allows managers to focus on other initiatives, develop trust in employees, build leadership skills, increase communication and productivity. Tasks that boost skills or are within an employee's abilities should be delegated, while personnel issues or work an employee cannot handle should not be. Clear communication is key to successful delegation.
Delegation involves assigning authority and responsibility to subordinates to carry out tasks. It empowers others to make decisions and should follow six steps: clarify goals, decide what can be delegated, select the right person, organize tasks, provide clear instructions and feedback, and set deadlines. Delegation saves time, increases productivity and morale, creates hierarchy, helps development, and maintains efficiency and harmony. Managers play interpersonal, informational, and decisional roles and the management process consists of planning, organizing, leading, and controlling functions.
The Importance of Delegation - key ways to grow your business The Pathway Group
Delegation is important for business growth by allowing managers to focus on high-value tasks. While some are reluctant due to concerns about quality or time, delegating properly addresses these issues. Effective delegation involves selecting the right person for each task, providing training, setting clear expectations, and ultimately trusting employees with responsibility rather than just individual tasks. When done correctly, delegation boosts employee morale, increases productivity, and improves work-life balance for managers.
The document provides tips on how to motivate staff and increase productivity, including by spending time with them, focusing on their strengths, creating a no fear environment, delegating jobs effectively, and challenging their work. It then outlines an agenda for a staff motivation workshop covering these topics in more detail over several sessions.
This document provides an overview of an executive leadership program. The program will cover leadership essentials and practices, emotional intelligence, critical thinking, ethics and conflict resolution. It will involve self-reflection exercises. The goal is to help participants develop leadership skills and become better leaders by focusing on inner work, situational leadership, and developing an action plan to improve after the program.
Leadership is about how one leads one\'s self and others. It is also about responsibility and accountability in action. This slideshow highlights some of the traits essential for remarkable leadership.
This document discusses how to create a positive work environment. It defines a positive work environment and lists 10 elements that contribute to one, including strategic elements like vision/values and leadership, and operational elements like recruitment/selection and performance management. It also covers motivation theories like Maslow's hierarchy of needs, Herzberg's two-factor theory, and ways to build a positive environment such as building trust, communicating openly, expecting the best from staff, and recognizing accomplishments. Signs of positive and negative work environments are also contrasted.
Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. Effective leadership requires interpersonal skills, communication skills, values, confidence, flexibility, creativity, and the ability to achieve results. While management focuses on efficiency, leadership determines the overall direction and goals of an organization. There are several theories and styles of leadership, including trait theory, situational theory, functional theory, behavioral theory, autocratic, laissez-faire, democratic, and bureaucratic styles. Effective leaders inspire followers through vision, passion, confidence, role-modeling, communication, and meeting expectations.
The document discusses the differences between leadership and management. It states that effective leadership involves putting the right things first and effective management involves discipline and carrying things out. Leaders have followers and focus on people, while managers have subordinates and focus on work. The document also outlines different leadership styles and compares the roles of leaders and managers. It notes that leadership and management must be complementary and that the most effective managers are also leaders.
Management by objectives (MBO) is a strategic management approach where employees and employers jointly set goals, define individual responsibilities, and use performance measures to evaluate contributions. The process involves establishing organizational goals based on the company's mission and vision. Individual employee objectives are then defined considering their abilities. Managers continuously monitor performance, provide feedback, and conduct evaluations to improve scope and spot weaknesses. The goal is to review performance regularly and improve efficiency.
The document discusses several key principles of management according to Henry Fayol. It outlines 14 principles that Fayol synthesized for effective organizational design and administration, including specialization of labor, authority and responsibility, discipline, unity of command, subordination of individual interests, and others. It provides details on each principle and why they are important for effective management.
Supervisors are lower-level managers responsible for overseeing line workers and daily operations. Their key functions include planning and organizing work, monitoring performance, addressing issues, and serving as a liaison between workers and higher-level managers. Good supervisors motivate their team through recognition and rewards, provide support and guidance, effectively handle problems and grievances, and work to establish rapport with subordinates. Strong communication, leadership, and interpersonal skills are important traits for supervisors.
The document discusses basic supervisory skills and effective leadership. It provides tips for what makes a good supervisor, such as making more leaders rather than followers and using performance wheels to set goals and provide feedback. Good communication skills, observation skills, analytical skills, and helping skills are important. Effective leadership involves mutual discovery and applying different coaching styles. Leaders should understand different learning styles and balance information with practice time. The key is to have fun, relax, and let learners be in charge of their own learning. Effective managers hire smart people, take some risks, and make a real difference without letting past mistakes hold them back.
The document provides guidance for new supervisors on key skills needed for success in their role. It discusses setting goals and demonstrating effective behaviors. Some important skills covered are decision-making, managing change, time management, communication, delegation, and training. The document provides tips on how to implement changes, sell ideas to employees, make decisions, and deal with employee needs. Overall, it outlines the many responsibilities of a supervisor and gives advice on skills that are important for supervisors to possess and develop in order to be effective in their role.
The document discusses management skills and performance improvement. It defines different levels of management from top managers down to first-line managers and operatives. It also outlines key management processes like planning, organizing, leading, and controlling. Tools for management include delegation, problem solving methods like SWOT analysis and fishbone diagrams, and action planning.
>>https://workexcel.convertri.com/see-all-14-skills
Even more details on New Supervisor Training: https://workexcel.convertri.com/14-vital-skills-for-supervisors -
This New Supervisor Training PowerPoint helps new supervisors or seasoned supervisors who need additional help to lead employees better, reduce risk to the organization, reduce their stress, and accelerate their skills to improve productivity, reduce conflicts, reduce grievances, and increase workplace harmony. It's all about relationships with supervisors....and it's all about leadership in those relationships, but you can't count on supervisory staff knowing what to say, how to say it, what to do, and how to do it. This program does that. It is stuffed with a zillion tips and we cut out all the fluff. You get all meat and potatoes, now hot air. We created this program to take any supervisor and in two hours pack their brain with skills and abilities like a sardine can---and then leave them with the ability to return to it 24 hours a day to get the answer to supervisory questions the need answered right now. This new supervisor training program goes the extra mail. It covers observing performance, documenting, confronting, communicating properly with upper management, reducing risk of violence in the workplace, doing investigations properly, praising and inspiring employees, and much more. Enjoy this skill #8 and feel free to remove the tags in it or edit the content to suit your purposes. New Supervisor Training PowerPoint help is now easily done. Please contact us if we can help you in anyway. Many other new supervisor training programs and courses are available. One of the most overlooked groups, with regards to training, is old supervisors. There are many new supervisor training programs, but few for seasoned supervisors. This can be a real disadvantage for a business and also for the experienced supervisor. The business world is constantly changing and everyone old and new needs to keep up with their training. Sections of new supervisor training may be totally new to even a seasoned supervisor and they can benefit by learning these new skills. Technology has made so many improvements in how we work and how we supervise that it is imperative that all supervisors are trained in these techniques. Laws and regulations are also constantly changing and sometimes old supervisors get lost in the past and training can help to bring them up to speed with the way laws and regulations are today. But nothing is more important the communication and relationship skills. These soft skills or rather a lack of them are what increase risk to organizations. With this new set of training courses both new supervisors and older supervisors will become champions of productivity.
This two-day training program provides an overview of planning and organizing skills. Day one covers the fundamentals of management, planning, and applying a six-step planning process. Day two focuses on the definition and key elements of organizing, as well as delegation. Interactive activities are used to apply planning and organizing concepts to the National Integrated Policy Management Operations (NIPMO) work environment. The training aims to help participants effectively plan and manage resources through goal setting, strategy development, and monitoring outcomes.
The document discusses the importance of effective supervision and outlines key factors for supervisors to be effective. It states that effective supervisors are critical to achieving organizational goals like increased productivity and engaged employees. To be effective, supervisors need personal qualities like communication skills, technical skills relevant to the job, experience on the job, formal training, mentoring from other supervisors, and support from upper management. The document provides details on each of these factors and their impact.
Taking the Lead: Five Things Every Supervisor Needs to Know | Supervisory SkillsHRDQ-U
What makes a supervisor great? While there may not be a quick and simple answer to that question, there is a certain skill set that, when learned through time and exposure, make supervisors more effective. With increasing pressure being placed on supervisors to perform, organizations can’t afford a long learning curve.
Join us for an informative webinar that will help you, the trainer, get up to speed fast:
https://www.hrdqu.com/webinars/taking-lead/
For your own supervisory skills assessment:
https://www.hrdqstore.com/supervisory-skills-questionnaire
The document discusses delegation, which it defines as entrusting meaningful tasks to others while maintaining responsibility and accountability. It notes delegation should be specific, measurable, agreed upon, realistic, time-bound, ethical and recorded. Effective delegation allows managers to focus on other initiatives, develop trust in employees, build leadership skills, increase communication and productivity. Tasks that boost skills or are within an employee's abilities should be delegated, while personnel issues or work an employee cannot handle should not be. Clear communication is key to successful delegation.
Delegation involves assigning authority and responsibility to subordinates to carry out tasks. It empowers others to make decisions and should follow six steps: clarify goals, decide what can be delegated, select the right person, organize tasks, provide clear instructions and feedback, and set deadlines. Delegation saves time, increases productivity and morale, creates hierarchy, helps development, and maintains efficiency and harmony. Managers play interpersonal, informational, and decisional roles and the management process consists of planning, organizing, leading, and controlling functions.
The Importance of Delegation - key ways to grow your business The Pathway Group
Delegation is important for business growth by allowing managers to focus on high-value tasks. While some are reluctant due to concerns about quality or time, delegating properly addresses these issues. Effective delegation involves selecting the right person for each task, providing training, setting clear expectations, and ultimately trusting employees with responsibility rather than just individual tasks. When done correctly, delegation boosts employee morale, increases productivity, and improves work-life balance for managers.
The document provides tips on how to motivate staff and increase productivity, including by spending time with them, focusing on their strengths, creating a no fear environment, delegating jobs effectively, and challenging their work. It then outlines an agenda for a staff motivation workshop covering these topics in more detail over several sessions.
This document provides an overview of an executive leadership program. The program will cover leadership essentials and practices, emotional intelligence, critical thinking, ethics and conflict resolution. It will involve self-reflection exercises. The goal is to help participants develop leadership skills and become better leaders by focusing on inner work, situational leadership, and developing an action plan to improve after the program.
Leadership is about how one leads one\'s self and others. It is also about responsibility and accountability in action. This slideshow highlights some of the traits essential for remarkable leadership.
This document discusses how to create a positive work environment. It defines a positive work environment and lists 10 elements that contribute to one, including strategic elements like vision/values and leadership, and operational elements like recruitment/selection and performance management. It also covers motivation theories like Maslow's hierarchy of needs, Herzberg's two-factor theory, and ways to build a positive environment such as building trust, communicating openly, expecting the best from staff, and recognizing accomplishments. Signs of positive and negative work environments are also contrasted.
Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. Effective leadership requires interpersonal skills, communication skills, values, confidence, flexibility, creativity, and the ability to achieve results. While management focuses on efficiency, leadership determines the overall direction and goals of an organization. There are several theories and styles of leadership, including trait theory, situational theory, functional theory, behavioral theory, autocratic, laissez-faire, democratic, and bureaucratic styles. Effective leaders inspire followers through vision, passion, confidence, role-modeling, communication, and meeting expectations.
The document discusses the differences between leadership and management. It states that effective leadership involves putting the right things first and effective management involves discipline and carrying things out. Leaders have followers and focus on people, while managers have subordinates and focus on work. The document also outlines different leadership styles and compares the roles of leaders and managers. It notes that leadership and management must be complementary and that the most effective managers are also leaders.
Management by objectives (MBO) is a strategic management approach where employees and employers jointly set goals, define individual responsibilities, and use performance measures to evaluate contributions. The process involves establishing organizational goals based on the company's mission and vision. Individual employee objectives are then defined considering their abilities. Managers continuously monitor performance, provide feedback, and conduct evaluations to improve scope and spot weaknesses. The goal is to review performance regularly and improve efficiency.
The document discusses several key principles of management according to Henry Fayol. It outlines 14 principles that Fayol synthesized for effective organizational design and administration, including specialization of labor, authority and responsibility, discipline, unity of command, subordination of individual interests, and others. It provides details on each principle and why they are important for effective management.
Management involves planning, organizing, leading, and controlling organizational resources to achieve goals. The document outlines the five main management functions: planning, organizing, staffing, controlling, and leading. Planning involves setting objectives and determining how to achieve them. Organizing groups people into departments based on their tasks. Staffing acquires and develops employees. Controlling evaluates performance against plans and takes corrective actions. Leading provides guidance and motivation to employees.
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Results based performance management system rpms- for dep edOlhen Rence Duque
The document summarizes the DepEd's Results Based Performance Management System (RPMS). The RPMS aims to align individual, division, and organizational goals with the DepEd's vision of developing lifelong learners. It follows the four phases of performance planning, monitoring, review, and rewarding. Key aspects include setting objectives and competencies for staff, providing regular feedback and coaching, and evaluating performance for rewards and development. The system is designed to strengthen accountability and drive continuous improvement across DepEd.
The document provides an overview of Penn State's performance management process, focusing on the importance of setting goals and expectations between managers and their direct reports. It outlines the key aspects of an effective performance management system, including aligning individual goals with department and university objectives, establishing measurable goals, providing regular feedback, and formally reviewing goals and performance at mid-year and end-of-year. The presentation provides guidance to supervisors on discussing job responsibilities with staff, drafting SMART goals, and avoiding common pitfalls in the goal-setting process.
This document discusses the management process of planning. It defines planning as deciding what is to be done, when it is to be done, how it is to be done and who is to do it. Planning is the first function of management and all other functions depend on it. The document outlines the nature, importance, principles, elements/components and steps involved in the planning process. It also discusses different types of planning such as directional, administrative and operational planning.
This document defines planning and discusses its importance and types. Planning is deciding in advance what to do, how to do it, when to do it, and who will do it. It bridges the gap between the present and goals. Planning focuses on objectives and provides a blueprint for achieving goals. There are two approaches to planning - top-down and bottom-up. Standing plans like missions, goals, strategies, policies, procedures, methods and rules are used repeatedly to handle routine issues. Planning is important because it establishes primacy, minimizes risk, focuses on objectives, facilitates control, and increases effectiveness.
Introduction to management ppt @ bec doms bagalkot mbaBabasab Patil
The document discusses key concepts in management including definitions, characteristics, functions, and skills. It provides definitions of management from various scholars and outlines the main characteristics as a distinct process, organized activity, and group activity. The five main functions of management are identified as planning, organizing, staffing, directing, and controlling. Conceptual, human, and technical skills that managers require are explained. The roles and types of managers are also summarized.
The document discusses planning in management. It defines planning and describes the types and levels of planning including strategic, intermediate, and operational planning. The planning process and key steps are outlined including establishing objectives, developing strategies, determining premises and alternatives, evaluating alternatives, selecting actions, formulating derivative plans, and reviewing the process. Advantages of planning such as facilitating management by objectives and minimizing uncertainty are highlighted. Limitations including cost, time consumption, and uncertainty are also reviewed.
The document outlines DepEd's Results Based Performance Management System (RPMS). The RPMS aims to align individual goals with organizational objectives to improve performance and accountability. It incorporates a four phase process of performance planning, monitoring, review, and rewarding. Key aspects include identifying employee KRAs and objectives, providing feedback and coaching, annually reviewing performance against targets, and using competencies for development. The system is intended to strengthen DepEd's efforts towards its mission of providing quality education.
The document outlines DepEd's Results Based Performance Management System (RPMS). The RPMS aims to align individual goals with organizational objectives to improve performance and accountability. It incorporates a four phase process of performance planning, monitoring, review, and rewarding. Key aspects include identifying employee KRAs and objectives, providing feedback and coaching, annually reviewing performance against targets, and using competencies for development. The system is intended to strengthen DepEd's efforts towards its mission of providing quality education.
Results based performance management system rpms- for dep edNoel Grey
The document outlines DepEd's Results Based Performance Management System (RPMS). It discusses aligning the RPMS with DepEd's vision and mission as well as DBM's OPIF framework. The RPMS aims to strengthen performance accountability through establishing strategic alignment of goals at different organizational levels from central office to schools. It describes the four phases of performance planning, monitoring, review and rewarding. Key aspects covered include identifying KRAs, objectives, competencies, monitoring tools like STAR method, development planning and linking to PBB. The document provides guidance on effective implementation of the RPMS within DepEd.
Results based performance management system rpms- for dep edMeriam Dualan
The document outlines DepEd's Results Based Performance Management System (RPMS). It discusses aligning the RPMS with DepEd's vision and mission as well as DBM's OPIF framework. The RPMS aims to strengthen performance accountability through establishing strategic alignment of goals at different organizational levels from central office to schools. It describes the four phases of performance planning, monitoring, review and rewarding. Key aspects covered include identifying KRAs, objectives, competencies, monitoring tools like STAR method, development planning and linking to PBB. The document provides guidance on effective implementation of the RPMS within DepEd.
Result based performance management system rpms- for dep edtitserchriz Gaid
The document outlines DepEd's Results Based Performance Management System (RPMS). The RPMS aims to align individual goals with organizational objectives to improve performance and accountability. It incorporates a four phase process of performance planning, monitoring, review, and rewarding. Key aspects include identifying employee KRAs and objectives, providing feedback and coaching, annually reviewing performance against targets, and using competencies for development. The system is intended to strengthen DepEd's efforts towards its mission of providing quality education.
This document discusses key concepts in management. It begins by outlining the objectives and characteristics of management. Management involves planning, organizing, staffing, directing, and controlling organizational resources to achieve goals effectively and efficiently. The functions of management are then described in more detail. Planning involves determining objectives and methods to achieve them. Organizing involves structuring job tasks, assigning duties, and coordinating departments. Staffing involves selecting and training employees. Directing includes leadership and motivation of personnel. Controlling monitors performance and ensures it meets standards. Managerial skills such as technical, human, and conceptual are also important. Effective managers fill interpersonal, informational, and decision-making roles within an organization.
This document discusses key concepts in management. It begins by outlining the objectives and characteristics of management. Management involves planning, organizing, staffing, directing, and controlling organizational resources to achieve goals effectively and efficiently. The functions of management are then described in more detail. Planning involves determining objectives and methods to achieve them. Organizing involves structuring job tasks, assigning responsibilities, and coordinating departments. Staffing involves selecting and training employees for jobs. Directing includes leading and motivating personnel. Controlling monitors performance and provides feedback to ensure goals are met. Managerial skills like technical, human, and conceptual skills are also important for success.
This document discusses key concepts in management. It begins by outlining the objectives and characteristics of management. Management involves planning, organizing, staffing, directing, and controlling organizational resources to achieve goals effectively and efficiently. The functions of management are then described in more detail. Planning involves determining objectives and methods to achieve them. Organizing involves structuring job tasks, assigning duties, and coordinating departments. Staffing involves selecting and training employees. Directing includes leadership and motivation of personnel. Controlling monitors performance and ensures it meets standards. Managerial skills such as technical, human, and conceptual are also important. Effective managers fill interpersonal, informational, and decisional roles within an organization.
The Talent Management Navigator Performance ManagementSeta Wicaksana
Effective Performance Management supports the achievement of both individual and business objectives. Through the Performance Management Process:
Employees understand how the work they are doing supports the broader goals of the organization
Employees understand what is expected of them, how they’re performing against those expectations, and how they can continue to improve their performance and contributions to advance their own career and business objectives
Managers provide feedback and coaching throughout the year to support employees in sustaining and improving their performance and developing their capabilities in alignment with their career goals
Employees and managers maintain on-going communications about performance and development progress and use the Company’s approved documents and/or technology to document progress
Similar to BASIC SUPERVISORY and LEADERSHIP TRAINING.pptx (20)
You may be stressed about revealing your cancer diagnosis to your child or children.
Children love stories and these often provide parents with a means of broaching tricky subjects and so the ‘The Secret Warrior’ book was especially written for CANSA TLC, by creative writer and social worker, Sally Ann Carter.
Find out more:
https://cansa.org.za/resources-to-help-share-a-parent-or-loved-ones-cancer-diagnosis-with-a-child/
Procrastination is a common challenge that many individuals face when it comes to completing tasks and achieving goals. It can hinder productivity and lead to feelings of stress and frustration.
However, with the right strategies and mindset, it is possible to overcome procrastination and increase productivity.
In this article, we will explore the causes of procrastination, how to recognize the signs of procrastination in oneself, and effective strategies for overcoming procrastination and boosting productivity.
Inspire: Igniting the Spark of Human Potentialgauravingole9
Inspire: Igniting the Spark of Human Potential
Inspiration is the force that propels individuals from ordinary to extraordinary. It transforms ideas into innovations, dreams into realities, and individuals into icons. This article delves into the multifaceted nature of inspiration, exploring its sources such as nature, art, personal experiences, and the achievements of others, and its profound impact on personal growth, societal progress, and cultural evolution. Through the lens of historical figures and timeless quotes, we uncover how inspiration fuels creativity, drives societal change, and ignites the spark of human potential.
As we navigate through the ebbs and flows of life, it is natural to experience moments of low motivation and dwindling passion for our goals.
However, it is important to remember that this is a common hurdle that can be overcome with the right strategies in place.
In this guide, we will explore ways to rekindle the fire within you and stay motivated towards your aspirations.
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2. By the end of the seminar, you should be able to:
C O U R S E O B J E C T I V E S
By the end of the seminar, you should be able to:
❖Understand the logic, concepts, principles and techniques of effective
supervision
❖Study and analyze the application of Planning, Organizing, Leading and
Controlling
❖Use the knowledge/skills learned to develop and refine plans in solving
important organizational problems
4. Who is a Supervisor?
❖ Directly supervises the non-management employees
in the execution of their tasks
❖ Is an organizational leader of a working section but is
also a subordinate of another supervisor
❖ Is a vital link between plans and execution
A Supervisor is the one who….
❖ Represents the first-level
organization
of management in the
In short:
A Supervisoris aperson belonging in an
organization who servesaseyesand ears
of both themanagement level and the
non-management level. They give
connecting link betweentop
management, employees and workers
representingtherank-and-file of the
organization,and servesas link between
theplansand execution.
5. The Place of the Supervisor in
the Organization
TOP
Management
Middle
Management
Supervisory
Rank & File
6. RANK & FILE
❖Develop products
SUPERVISOR
❖Develop people
❖Focus on own production ❖Focus on building a team
❖Responsible for yourself ❖Responsible for others
❖Do it yourself ❖Delegate to your staff
❖Be popular ❖Be respected
Transition to Supervisor
7. SUPERVISOR
❖Develop people
MANAGER
❖Develop the vision
❖Focus on building a team ❖Focus on the organization
❖Responsible for others ❖Held accountable
❖Delegate to your staff ❖Empower your people
❖Be respected ❖Be transparent
Transition to Manager
8. The Essential Responsibilities of a Supervisor
Responsibilities to higher
management
❖Plan the work of the department
❖Coordinate the department’s work
❖Interpret and implement management
policies
❖Control cost
❖Make work assignments
Responsibilities to subordinates
❖Develop good morale
❖Stand for employees
❖Be fair to all
❖Orient new workers
❖Coordinate and plan work
❖Explain Company’s policies
❖Explain fringe-benefits plans and pay
system
9. Responsibilities to co-workers
❖Communicate with other department
❖Give support as member of the same management
❖Coordinate policy interpretations with other department
Responsibilities to staff department
❖Coordinate with staff department
❖Comply with reasonable requests for information from staff managers
❖Listen to the counsel of staff managers
10. A Supervisor is said to be EFFECTIVE when:
RESULTS
Points to KEY RESULTS AREAS (KRAs) which the management expects the supervisor and
his department to deliver
GET THINGS DONE THROUGH PEOPLE
The act of supervising implies that while the supervisor is accountable for the
results delivered to his department, he must ensure that the results are
achieved through his staff’s effort and in the process confidence and
competence of his personnel is enhanced
IN HIS PRESENCE OR ABSENCE
If the supervisor has developed in the employees the right motivation, which is anchored in
their interest and commitment, then even in his absence, he can expect a very good
performance from his people
BUILDS MORALE AND WINS RESPECT
Spectacular results delivered by subordinates along with the high moral and respect they
have to their supervisor could mean that the supervisor is still becoming considerate to the
needs of his people as a result of his ability to
sustain their motivation and commitment.
Criteria of Effective Supervision
He gets the right RESULTS and GET THINGS DONE THROUGH PEOPLE in HIS PRESENCE OR ABSENCE and BUILDS MORALE
and most of all WINS RESPECT
11. The Four Management Functions
PLANNING
The work that supervisors perform topredetermine acourse of
action.
ORGANIZING
The work that supervisors perform
toarrangeandtocorrelate the worktobe done so that it can be performed
effectively by people.
LEADING
CONTROLLING
The work that supervisors perform
to assess and regulate the work in progress and to assess the
results secured.
The work that supervisors perform
to influence people in perform effective action
13. Factors Affecting the Plans
❖Time span
❖Magnitude
❖Complexity
❖Stakeholders' Buy In
❖Degree of control over
variables
❖Degree of familiarity or
expertise
❖Resources
The work that supervisors
perform to predetermine a
course of action.
Planning…
15. FORECASTING
Types of Forecast
The work that supervisors perform to
estimate and predict future
conditions and events, and the needs
and opportunities associated with
them.
MECHANICAL PROJECTION
A forecast made by assuming that future trends will have substantially the same
characteristics as those of the past.
ANALYTICAL PROJECTION
A forecast made by first determining why certain events have
occurred in the past and then using this information to estimate and
predict probable future occurrences.
16. Needs for Forecasting
Guidelines for Forecasting
• Basis for setting objectives
• Creates understanding of problems and opportunities
• Sets limits for Planning
• Profit from the ‘lesson of the past’
• Keep the big picture in view.
•Determine reasonable limits of
accomplishments.
• Obtain people’s input.
17. KEY OBJECTIVE
A statement of the fundamental commitments
that an organization and its components aim to
achieve and determine their purpose and
nature.
S
M
A
R
T
pecific
easurable
ttainable
ealistic
ime-bounded
Hierarchy of Objectives
Use “SMART” in Making Objectives
Developing Objective
The work that supervisors
perform to establish the results
to be accomplished.
SPECIFIC OBJECTIVES
A statement of the measurable, time-limited
result that must be accomplished to achieve
critical objectives.
18. Advantages of Programming & Scheduling
• Establish step – by – step guide to action.
• Provide for testing alternatives
• Facilitate delegation and coordination of work
• Anticipate problems
• Set priorities and time limits
• Provide basis for control
PROGRAMMING
The work that supervisors
perform to establish the sequence
and priority of action steps to be
followed in achieving objectives.
SCHEDULING
The work that supervisors
Perform to establish a time
sequence for program steps.
A dvantages of Programming and
Scheduling
PROGRAMMING
19. ❖ Determine value of specific objectives
❖ Budget should be developed from bottom up as well
as from top down.
❖ Each supervisor should be accountable for
proposing the budget covering his own operation.
❖ Each supervisor should be accountable for those
expenses over which he has control.
❖ Calculate value of specific objective
❖ Determine cost of each program step
❖ If feasible, convert all costs into
money
❖ Weigh cost of program against
calculated value of specific objective
❖ Make trade – offs as required
BUDGETING
The work that supervisors
perform in allocating
resources to achieve an
objective within a specified
period of time.
Key Points in Effective Budgeting
Techniques of Budgeting
21. ❖ Organizational Management
❖ Delegating
Organizing…
The work that supervisors perform
to arrange and to correlate the
work to be done so that people
can perform it effectively.
Activities of Organizing ORGANIZATIONAL
M A N A G E M E N T
An undertaking where the role of
the employees are established and
understand their significance in the
organization that challenge them to
undertake tasks on their own with a
sense of responsibility
22. ❖ RESPONSIBILITY – the work that is assigned to a
position
❖ AUTHORITY – the sum total of the position’s rights
to make decisions, take actions and give orders
❖ ACCOUNTABILITY – the position’s obligation to be
answerable to the results brought about by his own
decisions, actions and orders
❖
PSYCHOLOGICAL
• Supervisor lacks confidence in subordinates
• Supervisor thinks his way is the only way
• Supervisor fears subordinate will do a better job
ORGANIZATIONAL
• Failure to define responsibility and authority
• Subordinates incapable of doing delegated work.
Concept of Delegating
Barriers to Delegation
23. How to Give Good Directions:
A Key in Effective Delegation
❖ Convey needed information and
the way of thinking about the task as clearly as possible
❖ Confirm to your subordinates if he/she understand things correctly
❖ Let your subordinates know about the change(s) which affects your directions beforehand
❖ Show strong motivation and firm belief that your subordinates can carry out
the task
❖ Clarify in concrete terms what things will be left to the creativity and
ingenuity of the subordinates
❖ Increase the interest by talking to the subordinate about how much the task will contribute to
the organization
❖ Develop a shared sense of purpose, conditions, challenges, and problem awareness
25. ❖ Decision-Making
❖ Communicating
❖ Motivating
❖ Developing People
Leading…
The work that supervisors
perform to influence people
in taking effective action.
Activities of Leading
26. The work that supervisors perform
to reach the conclusions and
judgments necessary for people to act.
DECISION-MAKING
Decision-Making Framework
Problem
Cause
Solution
Long-term/
Complete
Solution
Short-term/Temporary
Solution (remedy)
27. • Identify / state the problem as it seems
• Seek the facts
• Identify the real problem
• Generate alternative solutions to the problem
• Assess the alternative solutions
• Decide on the best solution
• Determine the course of action
• Implement the course of action
• Evaluate the outcome of the decision
Making the Decision
Implementing the Decision
28. ❖ To be understood
❖ To get agreement
❖ To get something done
❖ To understand others
The work that supervisors
perform to create
understanding among
people to generate positive
and effective work results.
C OM M UNICA TING
Objectives of Communication
Words
7%
Non-Verbal
55%
Tone
38%
Methods of Communication
30. ❖ Want to listen
❖ Act like good listener
❖ Listen to understand
❖ React
❖ Stop talking
❖ Empathize with other person
❖ Ask question
❖ Concentrate on what the other is saying
❖ Look at the other
person
❖ Smile appropriately
❖ Leave your emotions behind
❖ Get rid of distractions
❖ Get the main points
❖ Share responsibility of communication
❖ React to the ideas not to the person
❖ Don’t argue mentally
❖ Use the difference in rate
❖ Don’t antagonize the speaker
❖ Avoid hasty judgments
❖ Listening is fun!
Key Points in Listening to Others:
The Other Face of Communication
31. The activities performed
by a Leader is to inspire
encourage and impel people
take required action.
MOTIVATING
Hierarchy of Human Needs
Needs for Self-
Actualization
Esteem Needs
Social Needs
Security/Safety Needs
Physiological Needs
32. ❖ Identify personal and organizational objectives
❖ Define personal benefits to be gained
❖ Establish understood and accepted limits
❖ Enforce limits firmly but fairly
❖ Provide maximum freedom within establish limits
❖ Provide feedback
❖ Reward good performance
❖ Listen carefully to what subordinate says about
what is frustrating him or her
❖ Remove obstruction or barriers that are the cause
of frustration if it is in the ability of the supervisor to
do so
❖ Guide and support the subordinate in order to
remove or resolve the uncomfortable stress of the
frustration
Guidelines for Motivating Coping with Unfulfilled Needs
33. ❖ Assist the subordinate to be able to change how they perceive are the causes of his/her frustrations
❖ Consider things together with the subordinates to make positive efforts and take optimal actions for solving
problems and achieving goals
❖ Encourage the growth of flexible thinking in subordinates
❖ All people can be developed
❖ Self-development is best
❖ Supervisors develop on the job
❖ Good supervisors develop good supervisors
❖ Management training is not a guarantee for success
The work that supervisors perform to help people improve their knowledge, attitude and
skills.
DEVELOPING YOUR PEOPLE
Basics of Developing People
34. As a matter of natural course,
groups almost always exist in the
workplace in which members
gather on an account of common
ties including:
a. Year of entry in the organization;
b. Location of homes means of commuting;
c. Popularity, power and position of specific person;
d. Friendship, fellowship & a competitive spirit; and
e. Common experience and interests
Groups may be classified into some typical
types, each of which has something closely to do
with the cohesive power of a central person.
This will give the supervisor concrete clues of
how to deal with the group.
Working with Groups:
Knowing the People in the Organization
Types of Groups
35. ❖ Two or three person type
Groups in which members have similar feelings and get on well
together. While members cooperate well with each other in the same group,
they tend to take on opposing relations with the other existing
❖ Star-shaped type
Groups in which members gathered around a central person who is popular or
someone who is influential. Things are pulled along by the influence of the central
person which in turn dominates workers’ efficiency and group unity.
❖ Confrontational type
Two groups confront each other. There is no mutually cooperative relation and
teamwork is not possible. Troublesome problems also arise in the performance of
work.
❖ Isolation type
On top of these, persons who are ostracized and unable to join any group. The isolated
person often becomes a problem employee and easily becomes a source of trouble in
teamwork.
36. Meaning of Developing Your
Subordinates
The SUPERVISOR hasaresponsibility to train
anddeveloppeople ascapable human resources
(human capital), for people isthe most
important resourcein business.
38. ❖ Measuring Performance
❖ Evaluating Performance
❖ Correcting Performance
The work that supervisors perform
to assess and regulate the
work in progress and to assess
the results secured.
C ontroling Activities of Controlling
MEASURING
PERFORMANCE
The work that supervisors perform
to record and to report work
being done and results obtained.
39. ❖ Accounting Measurements
❖ Performance Against Budget
❖ Field Inspection
❖ Audit Findings
❖ Performance Appraisal
Common Methods of
Measurement
EVALUATING
PERFORMANCE
The work that supervisors perform
to analyze, interpret
and determine the
worth or quality of
work done and result
secured.
40. ❖ Compare completed work and work in progress with
established standards
❖ Identify deviations from standards
❖ Conduct a performance standards problem analysis
❖ Transmit evaluation conclusions to the point of control
Techniques in Evaluating
Performance
CORRECTING PERFORMANCE
The work that supervisors
perform to rectify or improve the
work being done and the results
secured.
41. ❖ Coaching
❖ Counseling
❖ Disciplining
3Types in C orrecting
Performance
Coaching
A directive process by a supervisor
to train and orient an employee
to the realities of the workplace and
to help the employee remove
barriers to optimum work performance.
A supportive process by
asupervisor to help an employee
define and work through
personal
problems that affect job
performance.
Counseling
42. In a nutshell:
•“Break the Ice”
• State the purpose
• Describe your observations and its impact
• Be specific
• Draw out causes to the
problem
• Mutually discuss alternatives
• Ask for feedback
• Summarize
•Schedule a follow-up meeting
(in 10 days)
Coaching Counseling
Performance or
Attitude Problem
Performance or
Attitude Problem
Lack of Knowledge/
Sense of Responsibilities
Personal Problem of
Employee
Guidelines in Conducting a Coaching
Session
43. • Put the employees at ease
• State the reason for the session
• Avoid words like “should”, “must”, “ought”
• Ask open ended questions
• Paraphrase the contents and feelings of the employee’s message
• Encourage the employees to identify alternatives
• Weigh the alternatives with the employee
• Capitalize on the employee’s ideas first
• Describe what you can and cannot do
• Summarize key points
• Schedule follow up meeting
Guidelines for a Successful Counseling
Session
44. • Talk less and listen more
• Listen and respond with empathy
• Describe what you can and cannot do
• Keep the responsibility for solving the
personal problem with the employee
• Refrain from giving advises
• Focus the personal problem on its impact to work
Things to Remember in Counseling
Is an employer’s action against an
employee for infraction of company
policies or rules. It is a form of control to
protect the interest of the company as
well as those of the employees
DISCIPLINING
45. • To encourage employees to follow rules of good conduct and behavior
•It is not one of retribution or vengeance but to impress upon the employee the need to do things in a
prescribed manner.
• It serves as warning to other employees.
•Aims to correct or reform the employee, not to penalize him.
• Conduct preliminary investigation
• Conduct a one-on-one dialogue
• Mutually agree that a problem exists
• Decide on course of action and consult
• Document the course of action
• Formally discuss with employee
• Ensure adequate documentation
Objectives in Disciplining
Steps in Disciplining