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.

1. BASIC SUPERVISORY
SKILLS TRAINING

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

3. Modul e 1
THE SUPERVISOR

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

12. MODULE TWO
P L A N N IN G

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…

14. 5 Steps in Planning
Programming
Developing
Objectives
Forecasting
Budgeting
Scheduling

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

20. MODULE THREE
O R G A N IZ IN G

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

24. MODULE FOUR
L E A D IN G

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

29. Process of Communication
Source
Encoding
Channel
Decoding
Receiver
Feedback

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.

37. MODULE FIVE
C O N T R O L L IN G

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

46. THANKS