The document discusses supervision in organizations. It defines supervision as having several key functions: normative (monitoring standards), formative (development), and restorative (addressing impact). Supervision involves one-on-one meetings between a supervisor and supervisee to provide accountability, support development, and manage workload. Group supervision can also occur to draw on diverse expertise. Effective supervision improves outcomes for clients by developing staff skills and supporting their well-being.
Supervision - Types, Techniques, Function and Responsibilities of of SupervisorAMALDASKH
A supervisor is responsible for overseeing employee performance and directly managing workers. Their key functions include converting goals into products/services, controlling worker performance, recommending promotions, arranging tools/materials, and providing technical guidance. To be effective, supervisors must win worker confidence, issue work orders, arrange training, act as a model, ensure discipline and prescribe work. They also communicate with management about progress, problems, and ensure work aligns with management desires. Effective supervision requires achieving objectives, analyzing the group to decide on actions, and fulfilling group needs.
This document discusses human relations and motivation. It defines human relations as the integration of people into work situations in a way that motivates productive and cooperative work with satisfaction. Effective human relations require skills like communication, respect, and teamwork. Motivation is defined as desires that stimulate action and is a complex, continuous process influenced by theories like expectancy theory and Maslow's hierarchy of needs. Motivation comes from intrinsic and extrinsic factors and can be impacted by frustration from environmental forces, personal limitations, or conflicting motives.
The informal organization refers to the social structures and relationships that develop among people in an organization outside of official procedures and hierarchies. It consists of norms, personal connections, social networks, and communities of shared interests that influence how work gets done and people interact. If nurtured effectively, the informal organization can complement the formal organization by accelerating responses to unexpected events, fostering innovation, and enabling collaboration across boundaries. However, it also presents challenges like resistance to change, role conflicts, and pressure for conformity. Managing the interplay between the formal and informal aspects of an organization is important for effectiveness.
The document discusses three change management theories: the ADKAR model, the six change approach, and business process reengineering. The ADKAR model focuses on the five building blocks individuals require for successful change: awareness, desire, knowledge, ability, and reinforcement. The six change approach developed by Kotter and Schlesinger outlines six methods for preventing or minimizing employee resistance to change. Business process reengineering is focused on redesigning processes to dramatically improve performance metrics like cost, quality, and speed through seven principles like organizing around outcomes rather than tasks.
This document discusses planned organizational change. It notes that planned change aims to prepare an organization to adapt to significant changes in goals and direction. Planned change attempts to impact technology, tasks, structure, and people within an organization. The process of planned change involves identifying the need for change, determining what elements need to change, planning how to implement the change, assessing forces that may drive or restrain the change, and taking action through the stages of unfreezing old behaviors, changing to new behaviors, and refreezing the changes. Managing organizational change is a complex process that requires considerable planning to be successful.
This document discusses organizational structure and design. It defines organizational structure as how a company's hierarchy, departments, and information flow are arranged. An organizational structure determines who makes decisions, how job tasks are divided and coordinated, and how information is distributed. The document then examines different types of organizational structures like functional, line, geographic, product, and matrix structures. It also discusses important considerations for organizational design like job design, departmentalization, span of control, and delegation of authority.
The document discusses the key functions and roles of personnel management. It defines personnel management as promoting employee development and effectiveness. The main functions of personnel management include planning, organizing, directing, coordinating and controlling human resources. Some operative functions are manpower planning, training, rewards and employee relations. A personnel manager acts as a supervisor, adviser, coordinator, negotiator, educator and counselor. Effective personnel management requires understanding concepts from fields like psychology, economics, law and sociology. It is both a science and an art that improves organizational performance.
Supervision - Types, Techniques, Function and Responsibilities of of SupervisorAMALDASKH
A supervisor is responsible for overseeing employee performance and directly managing workers. Their key functions include converting goals into products/services, controlling worker performance, recommending promotions, arranging tools/materials, and providing technical guidance. To be effective, supervisors must win worker confidence, issue work orders, arrange training, act as a model, ensure discipline and prescribe work. They also communicate with management about progress, problems, and ensure work aligns with management desires. Effective supervision requires achieving objectives, analyzing the group to decide on actions, and fulfilling group needs.
This document discusses human relations and motivation. It defines human relations as the integration of people into work situations in a way that motivates productive and cooperative work with satisfaction. Effective human relations require skills like communication, respect, and teamwork. Motivation is defined as desires that stimulate action and is a complex, continuous process influenced by theories like expectancy theory and Maslow's hierarchy of needs. Motivation comes from intrinsic and extrinsic factors and can be impacted by frustration from environmental forces, personal limitations, or conflicting motives.
The informal organization refers to the social structures and relationships that develop among people in an organization outside of official procedures and hierarchies. It consists of norms, personal connections, social networks, and communities of shared interests that influence how work gets done and people interact. If nurtured effectively, the informal organization can complement the formal organization by accelerating responses to unexpected events, fostering innovation, and enabling collaboration across boundaries. However, it also presents challenges like resistance to change, role conflicts, and pressure for conformity. Managing the interplay between the formal and informal aspects of an organization is important for effectiveness.
The document discusses three change management theories: the ADKAR model, the six change approach, and business process reengineering. The ADKAR model focuses on the five building blocks individuals require for successful change: awareness, desire, knowledge, ability, and reinforcement. The six change approach developed by Kotter and Schlesinger outlines six methods for preventing or minimizing employee resistance to change. Business process reengineering is focused on redesigning processes to dramatically improve performance metrics like cost, quality, and speed through seven principles like organizing around outcomes rather than tasks.
This document discusses planned organizational change. It notes that planned change aims to prepare an organization to adapt to significant changes in goals and direction. Planned change attempts to impact technology, tasks, structure, and people within an organization. The process of planned change involves identifying the need for change, determining what elements need to change, planning how to implement the change, assessing forces that may drive or restrain the change, and taking action through the stages of unfreezing old behaviors, changing to new behaviors, and refreezing the changes. Managing organizational change is a complex process that requires considerable planning to be successful.
This document discusses organizational structure and design. It defines organizational structure as how a company's hierarchy, departments, and information flow are arranged. An organizational structure determines who makes decisions, how job tasks are divided and coordinated, and how information is distributed. The document then examines different types of organizational structures like functional, line, geographic, product, and matrix structures. It also discusses important considerations for organizational design like job design, departmentalization, span of control, and delegation of authority.
The document discusses the key functions and roles of personnel management. It defines personnel management as promoting employee development and effectiveness. The main functions of personnel management include planning, organizing, directing, coordinating and controlling human resources. Some operative functions are manpower planning, training, rewards and employee relations. A personnel manager acts as a supervisor, adviser, coordinator, negotiator, educator and counselor. Effective personnel management requires understanding concepts from fields like psychology, economics, law and sociology. It is both a science and an art that improves organizational performance.
Brief information about Organisation Climate
Different types based on dimensions can be done such as people oriented, rule oriented, innovation and result oriented.
This document discusses supervision in management. It defines supervision as overseeing the work of others, which involves planning, allocating work, instructing subordinates, and providing guidance. Supervision has the following key characteristics: it initiates action and checks work in progress, it involves directing, instructing and inspiring subordinates, and it involves face-to-face contact between supervisors and subordinates. Supervision differs from direction in that supervision is more hands-on at the operational level and involves close guidance, while direction can occur at all levels of management. Effective supervision is needed to issue clear instructions, plan and organize work smoothly, provide feedback and guidance to improve performance, sustain worker interest, and continuously remind workers of expectations. The supervisor plays
This document discusses several theories of management that may be useful for nursing leaders to consider, including: classical management theory, scientific management theory, human relations theory, and behavioral management theories. It provides an overview of several influential thinkers in management theory such as Taylor, Fayol, Maslow, and Likert. The document emphasizes that no single theory can guide nursing leadership in every situation, and leaders should consider multiple theories to develop an effective individual management style.
Management involves coordinating the efforts of people to achieve goals using available resources efficiently. The basic functions of management include planning activities and setting goals, organizing job responsibilities and relationships, staffing roles with appropriate employees, leading and directing employees to complete tasks, and monitoring progress and providing motivation. Effective management balances these functions to coordinate worker efforts.
This document provides an overview of planning and managing by objectives. It defines types of plans such as mission, objectives, strategies, policies, procedures, rules, programs and budgets. It outlines the steps in planning including being aware of opportunities, establishing objectives, developing premises, determining alternative courses, evaluating alternatives, selecting a course, formulating derivative plans and quantifying plans with budgets. Objectives are discussed including their nature, setting objectives across organizational hierarchies, and making objectives verifiable. Evolving concepts of management by objectives are presented along with benefits and potential failures.
The document discusses key concepts related to group behavior in organizations. It defines what a group is and describes different types of groups like functional, cross-functional, project, and virtual groups. It explains the typical stages of group development from forming to storming, norming, and performing. Important group concepts discussed include roles, norms, status, cohesiveness, communication roles, decision-making styles, and conflict resolution methods.
The Burke-Litwin change model revolves around defining the causal relationships between 12 key organizational dimensions. It examines factors both internal like culture, leadership, and structure and external like the environment. The Porras & Robertson model categorizes organizational change as either planned or unplanned, and first-order which is incremental, or second-order which is transformative and involves a paradigm shift. Both models provide frameworks for understanding and managing organizational change.
The concept of efficiency and effectivenessFrank Nyarko
The document discusses the concepts of efficiency and effectiveness in work. Efficiency refers to doing things right, while effectiveness means doing the right things. Three key factors that contribute to work efficiency and effectiveness are working at a good pace, being organized, and creating the right work space. The document also compares efficiency and effectiveness, noting that efficiency focuses on process and current output while effectiveness considers long-term strategy and desired output. Motivation of employees is discussed as an important tool for improving efficiency and effectiveness.
Personality and Stress - Organizational BehaviorMayankAgrawal205
Presentation describing the four different types of personality and the key individual attributes related to them. Various activities to find out your personality type. It further talks about the types of stress and reasons for why it is caused. Finally, the methods to overcome it.
Principles and techniques of supervisionKujur Mamta
This document discusses the principles and techniques of supervision. It defines supervision as a two-way dynamic process aimed at fulfilling organizational goals by maintaining quality of performance through supporting workers. The goals of supervision include personal and professional growth of employees to achieve quality care. Basic tenets include accountability for subordinates' performance and helping workers improve skills. Effective supervision techniques involve preparation, direct supervision, and follow up. Qualities of good supervisors and training needs are also outlined.
An organization is a group of individuals working together toward common goals. As an organization increases in size, the need for a well-defined structure also increases. Organizing involves deciding how to best group activities and resources, while organizational structure refers to the patterns and groups of jobs. There are various elements that make up organizational structure, including division of labor, chain of command, and span of control. Managers make design decisions around how to divide tasks, group jobs, set reporting relationships, and distribute authority.
This document discusses the concepts of administration and management in public health. It defines administration as the process of efficiently completing activities through other people, while management involves implementing plans and policies set by administration. Some key points:
- Administration determines objectives and policies at the top level, while management executes decisions at middle levels within the policy framework.
- Administration is viewed as policymaking, rules, and finance, while management is implementation and operations. However, others see administration and management as synonymous terms.
- Public health administration deals with promoting health, preventive services, medical care, resources for health, and more, while applying principles of management. The major aspects are organizational structure, health workforce development, and health planning
This document discusses organizational control and culture. It covers three main types of control systems - input, output, and behavior control. It also discusses the goal-setting process and how goals are established at different organizational levels. Additionally, it outlines different control methods like financial measures, operating budgets, direct supervision, management by objectives, rules and standard operating procedures, and organizational culture/clan control. It explains how culture is created through a founder's values, socialization of new employees, ceremonies and stories within an organization.
Management directs and guides an organization to achieve its goals. There are several theories of management including scientific management, classical organizational theory, human relations theory, and behavioral science theory. Scientific management focused on observation and measurement of outcomes. Frederick Taylor is considered the father of scientific management and introduced concepts like time and motion studies. Henry Fayol developed principles of management including division of work, authority and responsibility. Max Weber emphasized rules and competencies over favoritism in bureaucracy. Human relations theory considered the individual's effect on the organization and meeting employee needs. Behavioral science used scientific study of human behavior and Douglas McGregor proposed Theory X and Theory Y approaches to management.
Personnel management involves obtaining, using, and maintaining a satisfied workforce. It includes functions like employment, development, and compensation. Personnel management exists to advise line managers on personnel matters. A key part of personnel management is training employees to contribute to organizational and individual goals. Training enhances employee skills, capabilities, and knowledge for performing jobs effectively. It improves employee morale, productivity, and promotes less supervision and fewer accidents. Common training methods include on-the-job and off-the-job training.
This document outlines various aspects of job design including objectives, definitions, approaches, processes, methods, factors, and specific techniques like job rotation, enlargement, enrichment, and redesigning. It discusses the goals and advantages of each technique as well as potential disadvantages or barriers. The overall purpose of job design is to improve productivity, satisfaction, and performance through structuring work in a way that motivates employees and meets organizational needs.
Controlling refers to measuring performance against standards, identifying deviations, and taking corrective actions. It involves setting standards, measuring actual performance, comparing performance to standards, analyzing deviations, and making corrections. Controlling and planning are interrelated functions - planning provides the basis for standards while controlling improves future planning. The process of controlling involves ongoing measurement, evaluation, and adjustment to ensure organizational goals are achieved.
The document discusses several key concepts related to individual behavior:
1. It defines two types of ability - intellectual abilities related to mental tasks and physical abilities related to physical tasks.
2. It outlines several biographical characteristics like age, gender, race, and tenure that can impact behaviors like turnover, absenteeism, and productivity.
3. It discusses theories of learning like classical conditioning, operant conditioning, and social learning, and how reinforcement and punishment can be used to shape behaviors through principles like positive reinforcement and extinction.
4. It clarifies different schedules of reinforcement and their impact on learning and performance.
Management development plays a vital role in human resource management. Because of the changes in organizational goals, technological advancements, etc efficiency of existing managers should be updated. Management Development Programs bring efficiency in managerial personnel.
Decision making is a key management function that involves choosing between alternatives. There are different types of decisions like mechanistic, analytical, and judgmental. Effective decision making follows principles like considering alternatives and limitations. Decisions can be strategic, administrative, or operational. Decentralization distributes authority so managers can make job-related decisions, while balancing centralized controls and measurements. This allows top management to focus on goals and strategies, while developing managers' abilities through responsibility.
This document discusses staff supervision. It defines supervision as a mutual process that fosters growth while working towards a goal. Effective supervision has three main components: administrative, educational, and supportive. Administrative supervision ensures work is performed according to policies. Educational supervision involves teaching skills and developing self-awareness. Supportive supervision enhances job performance by decreasing stress. Good supervision balances providing feedback, guidance, and addressing concerns while motivating staff. Regularly scheduled meetings allow for reviewing work, discussing learning needs, and raising issues. An effective supervisor demonstrates technical skills, leadership, responsibility, and tact. Different supervisory styles involve varying levels of structure and support.
This document discusses various types of counseling, coaching, supervision, and problem-solving techniques used in employee monitoring and development. It describes performance counseling as focusing on an employee's overall tasks and behaviors during a period, rather than just specific problems. Positive, constructive, and developmental counseling are explained as well as counselor-centered vs. employee-centered approaches. The roles, rights, and responsibilities of supervisors are outlined. Coaching, mentoring, and problem-solving methods are also summarized.
Brief information about Organisation Climate
Different types based on dimensions can be done such as people oriented, rule oriented, innovation and result oriented.
This document discusses supervision in management. It defines supervision as overseeing the work of others, which involves planning, allocating work, instructing subordinates, and providing guidance. Supervision has the following key characteristics: it initiates action and checks work in progress, it involves directing, instructing and inspiring subordinates, and it involves face-to-face contact between supervisors and subordinates. Supervision differs from direction in that supervision is more hands-on at the operational level and involves close guidance, while direction can occur at all levels of management. Effective supervision is needed to issue clear instructions, plan and organize work smoothly, provide feedback and guidance to improve performance, sustain worker interest, and continuously remind workers of expectations. The supervisor plays
This document discusses several theories of management that may be useful for nursing leaders to consider, including: classical management theory, scientific management theory, human relations theory, and behavioral management theories. It provides an overview of several influential thinkers in management theory such as Taylor, Fayol, Maslow, and Likert. The document emphasizes that no single theory can guide nursing leadership in every situation, and leaders should consider multiple theories to develop an effective individual management style.
Management involves coordinating the efforts of people to achieve goals using available resources efficiently. The basic functions of management include planning activities and setting goals, organizing job responsibilities and relationships, staffing roles with appropriate employees, leading and directing employees to complete tasks, and monitoring progress and providing motivation. Effective management balances these functions to coordinate worker efforts.
This document provides an overview of planning and managing by objectives. It defines types of plans such as mission, objectives, strategies, policies, procedures, rules, programs and budgets. It outlines the steps in planning including being aware of opportunities, establishing objectives, developing premises, determining alternative courses, evaluating alternatives, selecting a course, formulating derivative plans and quantifying plans with budgets. Objectives are discussed including their nature, setting objectives across organizational hierarchies, and making objectives verifiable. Evolving concepts of management by objectives are presented along with benefits and potential failures.
The document discusses key concepts related to group behavior in organizations. It defines what a group is and describes different types of groups like functional, cross-functional, project, and virtual groups. It explains the typical stages of group development from forming to storming, norming, and performing. Important group concepts discussed include roles, norms, status, cohesiveness, communication roles, decision-making styles, and conflict resolution methods.
The Burke-Litwin change model revolves around defining the causal relationships between 12 key organizational dimensions. It examines factors both internal like culture, leadership, and structure and external like the environment. The Porras & Robertson model categorizes organizational change as either planned or unplanned, and first-order which is incremental, or second-order which is transformative and involves a paradigm shift. Both models provide frameworks for understanding and managing organizational change.
The concept of efficiency and effectivenessFrank Nyarko
The document discusses the concepts of efficiency and effectiveness in work. Efficiency refers to doing things right, while effectiveness means doing the right things. Three key factors that contribute to work efficiency and effectiveness are working at a good pace, being organized, and creating the right work space. The document also compares efficiency and effectiveness, noting that efficiency focuses on process and current output while effectiveness considers long-term strategy and desired output. Motivation of employees is discussed as an important tool for improving efficiency and effectiveness.
Personality and Stress - Organizational BehaviorMayankAgrawal205
Presentation describing the four different types of personality and the key individual attributes related to them. Various activities to find out your personality type. It further talks about the types of stress and reasons for why it is caused. Finally, the methods to overcome it.
Principles and techniques of supervisionKujur Mamta
This document discusses the principles and techniques of supervision. It defines supervision as a two-way dynamic process aimed at fulfilling organizational goals by maintaining quality of performance through supporting workers. The goals of supervision include personal and professional growth of employees to achieve quality care. Basic tenets include accountability for subordinates' performance and helping workers improve skills. Effective supervision techniques involve preparation, direct supervision, and follow up. Qualities of good supervisors and training needs are also outlined.
An organization is a group of individuals working together toward common goals. As an organization increases in size, the need for a well-defined structure also increases. Organizing involves deciding how to best group activities and resources, while organizational structure refers to the patterns and groups of jobs. There are various elements that make up organizational structure, including division of labor, chain of command, and span of control. Managers make design decisions around how to divide tasks, group jobs, set reporting relationships, and distribute authority.
This document discusses the concepts of administration and management in public health. It defines administration as the process of efficiently completing activities through other people, while management involves implementing plans and policies set by administration. Some key points:
- Administration determines objectives and policies at the top level, while management executes decisions at middle levels within the policy framework.
- Administration is viewed as policymaking, rules, and finance, while management is implementation and operations. However, others see administration and management as synonymous terms.
- Public health administration deals with promoting health, preventive services, medical care, resources for health, and more, while applying principles of management. The major aspects are organizational structure, health workforce development, and health planning
This document discusses organizational control and culture. It covers three main types of control systems - input, output, and behavior control. It also discusses the goal-setting process and how goals are established at different organizational levels. Additionally, it outlines different control methods like financial measures, operating budgets, direct supervision, management by objectives, rules and standard operating procedures, and organizational culture/clan control. It explains how culture is created through a founder's values, socialization of new employees, ceremonies and stories within an organization.
Management directs and guides an organization to achieve its goals. There are several theories of management including scientific management, classical organizational theory, human relations theory, and behavioral science theory. Scientific management focused on observation and measurement of outcomes. Frederick Taylor is considered the father of scientific management and introduced concepts like time and motion studies. Henry Fayol developed principles of management including division of work, authority and responsibility. Max Weber emphasized rules and competencies over favoritism in bureaucracy. Human relations theory considered the individual's effect on the organization and meeting employee needs. Behavioral science used scientific study of human behavior and Douglas McGregor proposed Theory X and Theory Y approaches to management.
Personnel management involves obtaining, using, and maintaining a satisfied workforce. It includes functions like employment, development, and compensation. Personnel management exists to advise line managers on personnel matters. A key part of personnel management is training employees to contribute to organizational and individual goals. Training enhances employee skills, capabilities, and knowledge for performing jobs effectively. It improves employee morale, productivity, and promotes less supervision and fewer accidents. Common training methods include on-the-job and off-the-job training.
This document outlines various aspects of job design including objectives, definitions, approaches, processes, methods, factors, and specific techniques like job rotation, enlargement, enrichment, and redesigning. It discusses the goals and advantages of each technique as well as potential disadvantages or barriers. The overall purpose of job design is to improve productivity, satisfaction, and performance through structuring work in a way that motivates employees and meets organizational needs.
Controlling refers to measuring performance against standards, identifying deviations, and taking corrective actions. It involves setting standards, measuring actual performance, comparing performance to standards, analyzing deviations, and making corrections. Controlling and planning are interrelated functions - planning provides the basis for standards while controlling improves future planning. The process of controlling involves ongoing measurement, evaluation, and adjustment to ensure organizational goals are achieved.
The document discusses several key concepts related to individual behavior:
1. It defines two types of ability - intellectual abilities related to mental tasks and physical abilities related to physical tasks.
2. It outlines several biographical characteristics like age, gender, race, and tenure that can impact behaviors like turnover, absenteeism, and productivity.
3. It discusses theories of learning like classical conditioning, operant conditioning, and social learning, and how reinforcement and punishment can be used to shape behaviors through principles like positive reinforcement and extinction.
4. It clarifies different schedules of reinforcement and their impact on learning and performance.
Management development plays a vital role in human resource management. Because of the changes in organizational goals, technological advancements, etc efficiency of existing managers should be updated. Management Development Programs bring efficiency in managerial personnel.
Decision making is a key management function that involves choosing between alternatives. There are different types of decisions like mechanistic, analytical, and judgmental. Effective decision making follows principles like considering alternatives and limitations. Decisions can be strategic, administrative, or operational. Decentralization distributes authority so managers can make job-related decisions, while balancing centralized controls and measurements. This allows top management to focus on goals and strategies, while developing managers' abilities through responsibility.
This document discusses staff supervision. It defines supervision as a mutual process that fosters growth while working towards a goal. Effective supervision has three main components: administrative, educational, and supportive. Administrative supervision ensures work is performed according to policies. Educational supervision involves teaching skills and developing self-awareness. Supportive supervision enhances job performance by decreasing stress. Good supervision balances providing feedback, guidance, and addressing concerns while motivating staff. Regularly scheduled meetings allow for reviewing work, discussing learning needs, and raising issues. An effective supervisor demonstrates technical skills, leadership, responsibility, and tact. Different supervisory styles involve varying levels of structure and support.
This document discusses various types of counseling, coaching, supervision, and problem-solving techniques used in employee monitoring and development. It describes performance counseling as focusing on an employee's overall tasks and behaviors during a period, rather than just specific problems. Positive, constructive, and developmental counseling are explained as well as counselor-centered vs. employee-centered approaches. The roles, rights, and responsibilities of supervisors are outlined. Coaching, mentoring, and problem-solving methods are also summarized.
Supervision in nursing involves overseeing and directing nursing staff to ensure quality patient care. It aims to improve staff performance through support, guidance, and education. Effective supervision requires supervisors to be competent leaders who plan, observe, and provide feedback to staff. The goal is to help staff meet organizational objectives while supporting their professional development. Key aspects of supervision include preparation, observation of staff skills and care delivery, and follow-up meetings to discuss performance and training needs.
The document discusses institutional supervision and quality assurance. It provides learning objectives for a course on supervision and quality assurance, including defining key terms and understanding the roles and responsibilities of supervisors. It also outlines assessment methods, content on the meaning and goals of supervision, functions of supervisors, factors for effective supervision, and principles and qualities of good supervision. The document emphasizes the importance of supervision in organizations and supporting the development of employees.
This document discusses key concepts in management. It defines management as achieving organizational goals efficiently through planning, organizing, staffing, directing, and controlling resources. The five functions of management are described as planning, organizing, staffing, directing, and controlling. Planning involves determining objectives and strategies. Organizing is dividing work and coordinating departments. Staffing is selecting and training employees. Directing provides leadership, motivation, and opportunities. Controlling establishes standards, measures performance, and ensures goals are met.
This document discusses key concepts in management. It defines management as achieving organizational goals efficiently through planning, organizing, staffing, directing, and controlling resources. The five functions of management are described as planning, organizing, staffing, directing, and controlling. Planning involves determining objectives and strategies. Organizing is dividing work and coordinating departments. Staffing is selecting and training employees. Directing provides leadership, motivation, and opportunities. Controlling establishes standards, measures performance, and ensures goals are met.
This document provides guidance to managers on addressing employee performance problems through progressive discipline. It discusses the concept of progressive discipline and includes verbal counseling, written warnings, letters of reprimand, suspension, demotion and dismissal. Sample letters are also provided for each step of progressive discipline.
HRD involves planned efforts to improve employee and organizational effectiveness. It aims to increase employee capabilities, develop teamwork and cooperation, and strengthen relationships between supervisors and workers. HRD benefits organizations by improving employee capabilities and performance, enhancing teamwork, and facilitating greater organizational development. Key aspects of HRD include training and development, performance appraisal, career development systems, and ensuring organizational culture and self-renewal. Supervisors play an important role in HRD as trainers, motivators, and facilitators to help employees adapt to changes and improve performance.
The document discusses various topics related to human resource management including orientation, training, performance management, career planning, and performance appraisal. Specifically, it defines orientation as the process of becoming familiar with a new organization. It also outlines the objectives and importance of orientation training for new employees. Performance management is discussed as an ongoing process to improve employee performance and align it with organizational goals. Various methods of training evaluation and performance appraisal are also summarized.
This presentation includes:
MEANING OF DIRECTION
CHARACTERISTICS OF DIRECTION FUNCTION
IMPORTANCE
PRINCIPLES OF DIRECTION
TECHNIQUES OF DIRECTION
ELEMENTS OF DIRECTION
CORPORATE EXAMPLE : APPLE INC.
This document provides an overview of performance appraisal systems. It discusses the objectives of performance appraisal, which include providing a basis for promotion/transfer/termination decisions, enhancing employee effectiveness, aiding in training and development programs, and improving communication. It also outlines the steps to developing a performance appraisal system, such as determining the overall approach, deciding who will be covered, setting up a project team, and defining the performance management processes and documentation. The key purposes of performance appraisal are identified as remedial, maintenance, and development.
The document discusses training needs analysis and effective training programs. It emphasizes that a training needs analysis should identify who needs training, what type of training is needed, and how the training will be supported and aligned with organizational objectives. An effective training program includes relevant content, active demonstrations, opportunities for practice and feedback, and ensures the post-training environment supports applying the new skills. The organizational culture, systems and leadership commitment also impact the success of training initiatives.
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.
The document discusses leadership and quality leadership in the context of total quality management (TQM). It defines leadership as motivating a group toward a common goal. Quality leaders prioritize customers, empower subordinates, emphasize improvement over maintenance, and encourage collaboration. They establish organizational systems to support quality efforts. Effective communication and continual improvement are also key leadership characteristics discussed. The document also summarizes Deming's 14 points for TQM and strategic quality planning approaches including discovering customer needs, analyzing gaps, and implementing plans to close gaps and achieve strategic alignment.
1. The document outlines key principles of management proposed by theorists like Taylor and Fayol. Taylor's scientific principles focused on science over rules of thumb, harmony between workers and management, and cooperation over individualism. Fayol's principles covered areas like the division of work, authority and responsibility, and discipline.
2. The techniques of scientific management proposed by Taylor are also summarized, including functional foremanship, standardization, method study, and time study.
3. The importance of management principles is highlighted as providing guidance to managers and optimizing the utilization of resources.
PERFORMANCE APPRAISAL
INTRODUCTION
A continual and troublesome question facing nurse managers today is why some employees perform better than others. Making decisions about who performs what tasks in a particular manner without first considering individual behaviour can lead to irreversible long term problems. Each employee is different in many respects. A manager needs to ask how such differences influence the behaviour and performance of the job requirements. Ideally, the manager performs this assessment when the new employee is hired. In reality, however, many employees are placed in positions without the managers having adequate knowledge of their abilities and / or interests. This often results in problems with employee performance, as well as conflict between employees and managers.
MEANING
• Performance appraisal means the systematic evaluation of the performance of an expert or his immediate superior.
• Performance appraisal is a method of evaluating the behaviour of employees in the work spot, normally including both the quantitative and qualitative aspects of job performance.
• Performance here refers to the degree of accomplishment of the tasks that make up an individual's job. It indicates how well an individual is fulfilling the job demands. Often the term is confused with effort, but performance is always measured in terms of results and not efforts.
• The performance appraisal process includes day-to-day manager-employee interactions (coaching, counselling, dealing with policy/procedure violations, and disciplining); written documentation (making notes about an employee's behaviour, completing the performance appraisal form); the formal appraisal interview; and follow-up sessions that may involve coaching and/or discipline when needed.
DEFINITION
According to Edwin b flippo, ―Performance appraisal is a systematic, periodic and so far as humanly possible, an impartial rating of an employee’s excellence in matters excellence in matters pertaining to his present job and to his potentialities for a better job.
The performance of an employee is compared with the job standards. The job standards are already fixed by the management for an effective appraisal.
According to scott, clothier and spriegal, ―performance appraisal is a record of progress for apprentices and regular employees, as a guide in making promotions, transfer or demotions, as a guide in making lists for bonus distribution, for seniority consideration and for rates of pay, as an instrument for discovering hidden genius, and as a source of information that makes conferences with employees helpful‖.
OBJECTIVES OF APPRAISAL
1. To determine the effectiveness of employees on their present jobs so as to decide their benefits.
2. To identify the shortcomings of employees so as to overcome them through systematic guidance and training.
3. To find out their potential for promotion and advancement.
PURPOSES AND BENEFITS
Performance appraisal can serve many purposes a
This document discusses challenges to innovation including closed-mindedness, clinging to traditions, jealousy of others' ideas, concerns about costs, generational differences that prevent listening to new ideas, poor communication of ideas, focusing too much on a company's size as an obstacle, lack of education on trends, insufficient thought leadership, and making excuses about limited resources rather than finding ways to pursue promising innovations. It encourages leaders to remove these barriers in order to fully consider innovative ideas from employees.
The document discusses signs of employee loyalty in the workplace. It states that loyal employees work hard for the company's success, maintain a good employer-employee relationship, and suggest ideas to their boss. They do not gossip about others in front of coworkers, keep their disagreements private with their boss, and fully support their boss and their decisions. Loyal employees also ask permission to leave work even if their tasks are completed and trust their boss's judgment.
Advertising aims to achieve multiple objectives including creating awareness of products and services, introducing new products to customers, differentiating brands from competitors, increasing sales, building brand value, increasing profits, creating desire for products, and calling customers to action. Common advertising objectives are creating awareness, introducing new products, acquiring new customers, differentiating brands, and increasing sales.
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2. INTRODUCTION
Good supervision affects organizational results and the overall
work environment. A strong supervisory team that contributes
to a positive work environment and enables employees to be
and feel successful can provide your organization with a
competitive advantage in attracting and retaining talented
employees - which is critical in a sector that faces challenges
in recruiting and retaining top employees. Good supervision is
based on clearly defining the role of supervisors in your
organization, and ensuring supervisors have the requisite
competencies to carry out their role effectively.
3. Although there are various definitions of supervision there
are commonalities between them. Some place more
emphasis on the organisational purpose of supervision
while others focus more on the individual. When
analyzing the different aspects of supervision, some
authors identify three functions, while others see the
process10 as having four (or more) functions. When
reading this section, you will want to consider which
definition has resonance in your practice context
including how this has influenced your organisation’s
supervision policy.
4. When considering how the overall purpose of supervision is
broken down into different functions Inskipp and Proctor15
identify three.
• Normative – which they define as the shared responsibility of
both supervisor and supervisee to monitor standards and
practice in a way which is ethical and reflects the value base16 of
the profession.
• Formative – which they see as the shared responsibility for the
supervisee’s development.
• Restorative – given the nature of the work supervision needs to
provide a restorative space to explore the impact and for the
practitioner to re-charge.
5. Morrison uses different language and adds a fourth element in the functions of
supervision:
• competent, accountable performance/practice (this may be referred to as the
managerial function)
• continuing professional development
• personal support
• engaging the individual with the organisation (mediation)
7. PLANNING AND ORGANIZING
Supervisor’s basic role is to plan the daily
work schedule of the workers by guiding
them the nature of their work and also
dividing the work amongst the workers
according to their interests, aptitudes, skills
and interests.
8. PROVISION OF WORKING CONDITIONS
A supervisor plays an important role in the physical
setting of the factory and in arranging the physical
resources at right place. This involves providing
proper sitting place, ventilation, lighting, water
facilities etc. to workers. His main responsibility is
here to provide healthy and hygienic condition to
the workers.
9. LEADERSHIP AND GUIDANCE
A supervisor is the leader of workers under him. He
leads the workers and influences them to work their
best. He also guides the workers by fixing
production targets and by providing them
instruction and guidelines to achieve those targets.
10. MOTIVATION
A supervisor plays an important role by providing
different incentives to workers to perform better.
There are different monetary and non-monetary
incentives which can inspire the workers to work
better.
11. CONTROLLING
Controlling is an important function performed by
supervisor. This will involve
1. Recording the actual performance against the time
schedule.
2. Checking of progress of work.
3. Finding out deviations if any and making solutions
4. If not independently solved, reporting it to top
management.
12. LINKING PIN
A supervisor proves to be a linking pin between
management and workers. He communicates the
policies of management to workers also passes
instructions to them on behalf of management. On
the other hand, he has a close contact with the
workers and therefore can interact the problems,
complaints, suggestions, etc to the management. In
this way, he communicates workers problems and
brings it to the notice of management.
13. GRIEVANCE HANDLING
The supervisor can handle the grievances of the workers
effectively for this he has to do the following things :-
1. He can be in direct touch with workers.
2. By winning the confidence of the workers by solving
their problems.
3. By taking worker problems on humanitarian grounds.
4. If he cannot tackle it independently, he can take the
help and advice of management to solve it.
14. REPORTING
A supervisor has got an important role to report about
the cost, quality and any such output which can be
responsible for increasing productivity. Factors like
cost, output, performance, quality, etc can be
reported continually to the management.
15. INTRODUCING NEW WORK METHODS
The supervisor here has to be conscious about the environment of market and
competition present. Therefore he can innovate the techniques of
production. He can shift the workers into fresh schedules whenever
possible. He can also try this best to keep on changing and improving to
the physical environment around the workers. This will result in
1. Higher productivity,
2. High Morale of Workers,
3. Satisfying working condition,
4. Improving human relations,
5. Higher Profits, and
6. High Stability
16. ENFORCING DISCIPLINE
A supervisor can undertake many steps to maintain
discipline in the concern by regulating checks and
measures, strictness in orders and instructions,
keeping an account of general discipline of factory,
implementing penalties and punishments for the
indiscipline workers. All these above steps help in
improving the overall discipline of the factory.
18. ONE-TO-ONE SUPERVISION
One-to-one supervision is widely used and the supervisor is usually the supervisee’s line
manager. Sessions are formally pre-arranged and take place in a confidential setting
and protected place. Most organisations using one-to-one supervision require it to be
undertaken once every four to six weeks with each supervisee.
One-to-one supervision sessions present a safe place for reflecting on complex practice
and provide support in exploring practice and making j decisions. Effective one-to-one
supervision can
• provide accountability for practice, governance and quality of service
• provide an opportunity to manage resources, delegate and manage workload
• provide an opportunity for performance review, support and development.
As with all forms of supervision, developing people with a specific focus on achieving
better outcomes for individuals who use services and their careers should be at the
centre of the process.
19. FOR THE SUPERVISEE
Supervision is the main way in which an organisation monitors and reviews work. It also
ensures supervisees receive proper support, both with the personal and professional
challenges they face and in continuously developing skills. It is important that both parties
fully participate, making the most of the opportunities supervision offers. With this in mind
it is important for a supervisee to:
• Prepare in advance for each session, reviewing notes from the previous session and
reflecting on the things they want to raise and discuss with their supervisor
• Be open about what they have found difficult, but also about what has gone well – reflecting
on what has gone well will help the supervisee to build confidence and reinforce good practice
• Be prepared to share their own thoughts and ideas around solving problems or promoting
efficiency
• Be ready to plan and take training or other development activities agreed with the supervisor
• Review their notes from the meeting afterwards making sure they follow through on any
agreed actions.
20. FOR THE SUPERVISOR
Being a supervisor comes with significant responsibility, an opportunity to make a real
difference in the development of supervisees, the success of the organisation and
the outcomes for individuals who use the service. With this in mind it is important for
a supervisor to:
• Plan in advance, reviewing notes from previous sessions
• Provide an appropriate environment free of interruptions and only cancel in
exceptional circumstances
• Consider starting with a practical coaching technique to put the supervisee at ease •
avoid ‘telling’ the supervisee what they are doing wrong, or giving solutions to
problems. Instead supervisors should use a coaching style to help supervisees reflect
on their actions and come up with their own solutions
21. • Avoid placing too much focus on areas for improvement, encourage reflection on what
has gone well too
• In delegating tasks and projects, adapt their management style to the individual and
their current stage of development
• Consider the supervisee’s emotional challenges and development, remembering that
people respond in different ways
• Use these sessions to help the supervisee understand the values of the organisation
and what these mean in practice
• make a record of what is discussed and any actions agreed together in the supervisee’s
notes.
• consider their own personal development as a supervisor
22. GROUP SUPERVISION
Group supervision is facilitator-led via a formal, prearranged process that is agreed by the
supervisor and supervisees. The makeup of the group depends on the goals of the
supervision. Group supervision is a complement to, rather than substitute for, one-to-
one supervision, though it may reduce the frequency with which one-to-one
supervision is needed.
The supervisor should discuss with the group, and agree, how the agenda and focus of
supervision sessions will be centred on individuals who use services and their careers
- ultimately, effective group supervision should result in better outcomes for people..
This is the important distinction between group supervision and team meetings or
other group sessions – group supervision is always centred on developing people with
a specific focus on achieving better outcomes.
23. MAIN BENEFITS OF EFFECTIVE GROUP
SUPERVISION
Effective group supervision can result in faster, more effective problem solving by drawing on
the expertise of a group of people. It allows for learning from the diverse backgrounds
and experiences of different social services workers and practitioners, who may provide
different perspectives on situations. Group supervision presents an opportunity to
address the concerns and issues of individuals and also an opportunity to develop
teams. Sharing in a group setting:
• can give supervisees an increased sense of support by realising others have similar
concerns
• allows supervisees to find new and better ways of dealing with their own situations by
listening to others
• can allow supervisees to explore different ideas about how they will solve problems by
obtaining a range of feedback from others about issues or concerns
• provides a safe environment where individuals can discuss their limitations and problems
without criticism – some individuals may find that they are more confident about opening
up in a group situation than in a one-to-one situation.
24. ROLES AND RESPONSIBILITIES OF THE
FACILITATOR
EFFECTIVE FACILITATORS:
• Plan in advance
• Take a neutral position and focus purely on the group process and desired
outcomes.
• Listen actively and ask questions that encourage and direct participation
relevant to the goals of the group.
• Draw out quieter members of the group and allow everyone a chance to
participate.
• Are not afraid of silence – they recognize when the group needs space to
think.
• Check for mutual understanding
• Keep the group focused on the agenda.
25. ROLES AND RESPONSIBILITIES OF THE
PARTICIPANTS
SUPERVISEES (AND INDEED THE FACILITATOR) SHOULD:
• be prepared to listen actively and share openly
• avoid taking the conversation off in directions that are not useful
• show respect towards others
• avoid dominating the discussion
• be mindful of their duties regarding confidentiality.
26. SHARED SUPERVISION
Shared supervision allows teams to share responsibility for
supervising individuals. Shared supervision is still conducted one-to-
one, but the supervisor in this case will not be the supervisee’s line
manager, instead he or she will be a practitioner who has skills and
experience relevant to the supervisee’s current projects or caseload
and so is able to provide specifically relevant support.
According to the SSSC Code of Practice for Employers of Social
Service Workers, it is essential that individuals have access to
support from a competent and qualified worker. Shared supervision
provides an opportunity to achieve this. Supervisors and supervisees
can be matched depending on the current workload, allowing for
creative and innovative practice and resource efficiency through
shared responsibility for leadership and management.
27. • As well as the resourcing benefits derived from shared supervision there is
a further benefit in that risk is reduced where more people are able to act in
a supervisory capacity. A shared supervision approach can also provide an
opportunity to develop supervision skills in individuals who do not have line
management responsibilities. This is not to say that a supervisee
participating in shared supervision will not receive supervision from their line
manager - they will.
• However such supervision will focus on the day-to-day management and
performance aspects that are not directly related to providing care. Since
shared supervision is conducted on a one-to-one basis, the tips provided in
the ‘One-to-one supervision’ resource on this section of the site also relate
well to shared supervision. Explore also the resources on ‘Professional
supervision’ and ‘Group supervision’.
28. PROFESSIONAL SUPERVISION
Professional supervision is for professionally qualified workers in social services.
Professional supervision supports supervisees to maintain professional identity,
knowledge and meet post registration training and learning requirements. For
example a Social Worker would be matched with another, more senior, Social
Worker to provide additional, professional, supervision where their line manager,
who normally provides their supervision, is not a Social Worker. This may
become more common as services become more integrated. It forms an
essential input to maintaining and developing practice outcomes for individuals,
professionals and agencies.
29. Professional supervision can be conducted one-to-one or in a group setting and
much of the guidance provided in the resources for these supervision models
can be adapted for professional supervision. Professional supervision could
also be ‘shared’ to improve resourcing and minimize risk by widening the pool
of available practitioners.
When effective professional supervision is in place it can :
• enable and support quality practice by providing opportunity for reviewing and
reflecting on practice issues
• provide opportunity to review roles and relationships, evaluating the outcomes of
the work and maximizing opportunities for wider learning
• support Post Registration Training and Learning (PRTL) through maintaining
professional competency
31. The combination of process and people responsibilities results in a requirement
for supervisors to have a combination of process management competencies
and people management competencies. Those identified below are meant to
provide examples of typical competencies required of supervisors; it's not an
exhaustive list. Each organization needs to develop a unique set of supervisory
competencies that reflects the job requirements and the organizational culture.
PEOPLE MANAGEMENT COMPETENCIES
• Coaching
• Managing conflict
• Communication
• Group leadership
32. COACHING
In today's work environment, the role of a supervisor is not that of the
authoritarian taskmaster. Supervisors are expected to coach their
employees, not to micro-manage every aspect of how activities or tasks
are accomplished. Coaching means providing direction, guidance, and
support as required on assigned activities and tasks. Additionally, as a
coach, supervisors need to recognize strengths and weaknesses of
employees and work with employees to identify opportunities and
methods to maximize those strengths and improve weak areas.
33. MANAGING CONFLICT
Supervisors are responsible for ensuring a positive work environment and
effective teamwork, which often involves managing interpersonal dynamics and
conflict. Supervisors need to allow and promote healthy conflict and prevent or
resolve destructive conflict. Constructive conflict focuses on ideas, methods,
facts and alternative ways of looking at a particular issue or situation.
Constructive conflict can result in increased creativity, innovative solutions, and
better decision-making. Destructive conflict focuses on personality,
communication and work style differences and competition for resources,
recognition or rewards. Destructive conflict can result in unmotivated
employees, loss of productivity, employee turnover and, in extreme situations,
legal action.
34. COMMUNICATION
Communication is a key competency for supervisors. They are
responsible for communicating information up, down and across the
organization hierarchy, as well as with parties external to the
organization (volunteers, donors, clients, etc.). A strong competency
in communication encompasses an ability to articulate messages
clearly, to actively listen to others, and to develop appropriate
responses. Depending on the specific job, there may be more or
less importance placed on written versus verbal communication, but
most supervisor positions require at least moderate business
writing skills.
35. GROUP LEADERSHIP
In the course of carrying out their functions, supervisors are often in the position of
leading team meetings and group work. Successful group leadership results in
increased productivity and employee morale.
Successful group leadership involves:
• Establishing goals and agendas
• Creating focus and purpose
• Minimizing distractions and interruptions
• Planning group activities
• Managing participation to ensure involvement of all team members
• Following through on action items
37. Taking on a supervisory role is an exciting and challenging opportunity. While
becoming a supervisor may be a desired and positive move, the transition into
the role can be stressful. There are a number of factors that contribute to the
stress of taking on a supervisory role:
• The change in the nature of the relationships with coworkers
• Additional time demands that can create stress during the workday may also
conflict with personal demands
• Increased responsibility and decision-making
• New skills and knowledge required
38. RE-ESTABLISH RELATIONSHIPS AND BUILD
NEW RELATIONSHIPS
There is often a period of discomfort between new supervisors and their former coworkers,
particularly when those coworkers become direct reports of the supervisor. Given that so much
of our day is spent at work, it is inevitable that friendships develop and those friendships can
be threatened when the nature of the work relationship changes. The truth is, some friendships
will withstand the change while others will revert to collegial relationships.
The challenge is to maintain positive relationships through the transition period and going forward.
To maintain positive relationships with former coworkers and friends, the new supervisor
should:
• Discuss the changing nature of the relationship with coworkers and friends to establish
expectations around working behaviours and relationships going forward
• Be careful to avoid favoritism (or perceived favoritism) both in seeking input and in delegating
work
• Examine motivation when providing positive or negative feedback. It is important to ensure that
s/he maintains objectivity in performance feedback, and doesn't avoid conflict or provide
unwarranted positive feedback due to concerns over friendship
39. ESTABLISH WORK-LIFE BALANCE
Time management is a key supervisory competency and has been discussed
above. Establishing a balance between the time demands of work priorities
and personal priorities (work-life balance) poses additional challenges. The
new supervisor needs to take time to evaluate work and life priorities and
determine the time and energy that s/he is prepared to commit to both (ideally,
the new supervisor should go through this process prior to taking on the
supervisory role).
It is important for new supervisors to establish expectations of themselves and
expectations others have regarding work and personal commitments. They
should discuss their commitment to work and personal life with those
individuals that will be impacted by the change in priorities - including their
supervisor and family members.
40. ACQUIRE NEW SKILLS AND KNOWLEDGE
Typically, individuals are promoted to positions in which their
supervisor believes they are capable of performing well. There is
normally an expectation that the newly promoted individual will
have some abilities and experience required of the job and will
require development in other areas of the job. A new supervisor
should work with his or her supervisor to evaluate current
knowledge, skills and abilities against those required in the
position. He or she should then establish a development plan that
includes formal and informal learning opportunities
41. FIND A MENTOR OR COACH
New supervisors can benefit greatly from a mentor or coach to act as a
sounding board and support person. If your organization does not have a
formal coaching/mentoring program, seek out a mentor for yourself. Your
mentor should be someone who:
• Has a greater level and breadth of experience than you
• Is someone you trust and respect
• Is comfortable giving honest feedback
• Is willing to spend a dedicated amount of time with you on a regular basis