This document discusses the roles of supervisors in managing employee performance. It explores the differences between management and supervision, with supervision focusing more on overseeing employee productivity and progress. Key responsibilities of supervisors include conducting basic management tasks like planning and problem-solving, organizing departments, managing employee performance, and disciplining employees for development. Effective supervision requires setting clear performance goals, providing ongoing feedback, addressing performance issues promptly, and conducting formal performance reviews.

1. AMERICAN PHARMACISTS ASSOCIATION
Role of the Supervisor
Facilitated by
Patrick Patrong, BSE, MCRP, M.Div.
Patrong Enterprises, Inc.

2. This session explores some contemporary roles
of supervisor in today’s working environment for
a basic understanding
Goals and Objectives
After this session participants will
understand:
• The differences and similarities of
Management and Supervision,
• Core skills in supervision and
Common myths about employee
motivation, and
• Overview of performance through the
use of observation and feedback

3. What is "Management"?
Traditionally, the term "management" refers to
the set of activities, and often the group of
people, involved in four general functions,
including:
Planning,
Organizing,
Leading, and
Coordinating activities
What limitations do you
see with this definition?

4. Another Interpretation
Some writers and practitioners,
assert that the traditional view is
outdated and management needs
to focus more on leadership skills
These skills include establishing vision and
goals, communicating the vision and goals
and guiding others to accomplish them
They also assert that leadership must be
more facilitative, participative and
empowering in how visions and goals are
established and carried out.

5. What Do Managers Do?
Both interpretations acknowledge the
major functions of planning, organizing,
leading and coordinating activities
They put different emphasis
and suggest different
natures of activities in the
four major functions

6. Planning
Including identifying goals, objectives,
methods, resources needed to carry out
methods, responsibilities and dates for
completion of tasks
Examples of planning are
strategic planning, business
planning, project planning,
staffing planning, advertising
and promotions planning

7. Organizing Resources
Utilization of
resources to achieve
goals in an optimum
fashion
Examples are organizing new
departments, human resources,
office and file systems, and
reorganizing businesses

8. Leading
Including to set the direction for
the organization, groups and
individuals and also influence
people to follow that direction
Examples are establishing strategic
direction (vision, values, mission, and
goals) and championing methods of
organizational performance
management to pursue that direction

9. Controlling, or Coordinating
Occurs with the organization's systems,
processes and structures to effectively and
efficiently reach goals and objectives
This includes an ongoing collection of
feedback, and monitoring and adjustment of
systems, processes and structures accordingly
Examples include the use of
financial controls, policies, and
procedures, performance
management processes, and
measures to avoid risks

10. What is "Supervision"?
Typically supervision is the activity
carried out by supervisors to oversee the
productivity and progress of employees
who report directly to the supervisors
First-level supervisors
supervise entry-level
employees
Managers, supervise
first-level supervisors

11. What is Needed?
Upper
Middle
Lower

12. What Do Supervisors Do?
Supervision of a group of employees
often includes
1.Conducting basic management skills
a. Decision-making,
b. Problem-solving,
c. Planning,
d. Delegation and
e. Meeting management

13. What Do Supervisors Do?
Supervision of a group of employees - Continued
2. Organizing their department and teams
3. Identifying and designing new roles
4. Employee performance management
5. Conforming to personnel policies
6. Disciplining employees - Developmental

14. Problem Solving Activity
• Identify and define a problem in your group
• Look at potential causes for the problem
• Identify alternatives for approaches to resolve
the problem
• Select an approach to resolving the problem
• Plan the implementation of the best
alternative - action plan
• Ways to monitor implementation of the plan
• Ways to verify if the intervention resolved the
problem

15. Planning - Basic Terms
Planning typically includes the use of the
following basic terms. It is not critical to
grasp completely an accurate definition
of each of the following terms
It is important for planners
to have a basic sense of
the goals/objectives and
the strategies/tasks

16. Planning - Goals
Goals: Specific accomplishments that must be
accomplished in total, or in some
combination, in order to achieve some
larger, overall result preferred by the system,
for example, the mission of an organization
Strategies or Activities: Methods
or processes required in total,
or in some combination, to
achieve the goals

17. Planning - Objectives
Objectives: Specific accomplishments that must be
accomplished in total, or in some combination,
to achieve the goals in the plan. Objectives are
usually "milestones" along the way when
implementing the strategies
Tasks: Particularly in small organizations,
people are assigned various tasks
required to implement the plan. If the
scope of the plan is very small, tasks
and activities are often the same

18. Planning - Resources
Resources: People, materials, technologies, or
money, required to implement the strategies
or processes. Frequently, the costs of these
resources are in the budget

19. Planning & Implementation
A common failure in many kinds of
planning is not implementing the plan
Involve the right people in the
planning process
Write down the planning Information
and communicate it widely
Build in accountability (regularly review
who's doing what and by when?)
Note deviations from the plan and re-
plan accordingly

20. Planning & Implementation
Evaluate planning process and the plan
Recurring planning process is at least as
important as plan document
Nature of the process should be
compatible with nature of planners
Acknowledgment and
celebration of results
Goals and objectives
should be SMARTER

21. SMARTER Goals
Specific: Exactly what is the goal
Measurable: Know when the goal is completed
Acceptable: The goal should be agreed upon
Realistic: The goal should be useful
Time frame: A reasonable time for completion
Extending: Stretch performer's capabilities
Rewarding: performers are rewarded for effort

22. Effective Delegation
Delegation is when supervisors give
responsibility and authority to subordinates to
complete a task, and let the subordinates
figure out how the task can be accomplished
Effective delegation develops people who
are ultimately more fulfilled and productive
Managers become more fulfilled and
productive themselves as they learn to
count on their staff and attend to more
strategic issues

23. Challenge of Delegation
Many managers want to remain
comfortable, making the same
decisions they have always made
when they believe they can do a
better job themselves
What are some reasons why
managers and supervisors
are hesitant to delegate?

24. Approaches to Delegation
1. Delegate the whole task to one person
2. Select the right person
3. Clearly specify your preferred results
4. Delegate responsibility and authority
5. Summarize the project and preferred results
6. Get non-intrusive feedback
7. Maintain open lines of communication
8. Don’t take the delegation back

25. Levels of Delegation
Identify items you can delegate at the different levels

26. Meeting Management
The process used in a meeting
depends on the kind of meeting -
staff meeting, planning meeting, or
problem-solving meeting
However, there are certain
basics that are common to
various types of meetings

27. Meeting Guidelines
1. Selecting participants
2. Developing agendas
3. Opening meetings
4. Establishing ground rules
5. Time management
6. Evaluations of meeting process
7. Evaluating the overall meeting
8. Closing meetings

28. Performance Management
One of the common problems managers
and supervisors experience is no clear
sense of their employees’ effectiveness
The first step toward solving
this problem is to establish
clear performance goals

29. Performance Management
Some people have a strong negative
reaction toward setting goals because
they fear goals as "the law" that must
be maintained and never broken
Some people fear they will not achieve
the goals, others have disdain for goals
because goals seem to take the "heart"
out of their work

30. Motivation Myths
• "I can motivate people"
• “Money is a good motivator”
• ‘Fear is a very good motivator”
• “What motivates me, motivates
my employees”
• “Increased job satisfaction =
increased performance”
• “I cannot comprehend
motivation -- it is a science”

31. Basic Principles
1. Motivating employees starts with
motivating yourself
2. Always work to align goals of the
organization with goals of employees
3. Understanding what motivates each
individual employee
4. Recognize that supporting employee
motivation is a process, not a task
5. Use organizational systems such as
policies and procedures

32. Observing and Feedback
1. Clarity - Be clear about what you want to say
2. Emphasize the positive - This is not being collusive
3. Be specific -- Avoid general comments
4. Focus on behavior rather than the person
5. Refer to behavior that can be changed
6. Be descriptive rather than evaluative
7. Own the feedback -- Use ‘I’ statements
8. Generalizations -- Notice “all,” “never,” “always,”
and ask to get more specificity -- often these
words are arbitrary limits on behavior

33. Performance Issues
Performance issues should always be based on
behaviors that you see, not on characteristics of
the employee's personality:
1. Convey performance issues to employees
when you first see the issue
2. When you first convey a performance issue
to an employee, say what you noticed and
would like to see instead
3. Consider special circumstances

34. Performance Reviews
Performance reviews help supervisors feel
more honest in their relationships with
their subordinates and feel better about
themselves in their supervisorial roles
Subordinates are assured clear
understanding of what's expected
from them, their personal strengths
and areas for development and a
solid sense of their relationship with
their supervisor

35. Thought
Comments
Questions
To Be Continued….