Supervisory skills are important for managers at all levels of an organization. Effective supervisors must have strong technical, human relations, conceptual, decision-making, and knowledge skills. They are responsible for tasks like motivating employees, providing feedback, resolving performance issues, and ensuring goals are aligned with work requirements. The role of supervisors is evolving from disciplinarian to trainer, advisor, and coach.

1. Supervisory Skill
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2. “Companies fail when they become
complacent and imagine that they
will always be successful. So we are
always challenging ourselves. Even
the most successful companies must
constantly reinvent themselves.
--Bill Gates
Chairman and Chief Software Architect
Microsoft

3. The Business World Today
Constant change!
– Technology
– Society
– Environment
– Competition
– Diversity

4. Organization
A systematic grouping of people brought
together for some specific purpose

5. What Three Characteristics Do All
Organizations Have in Common?
•People – It takes people to
make decisions and to perform
the activities which turn goals
into reality
•Systemic Structure – division
of labor that defines the roles of
the members in the
organization, creates rules and
regulations
•Purpose - Typically expressed
in terms of goals and objectives

6. What is Management?
The process of deciding how best to use a
business’s resources to produce good or provide
services
– Employees
– Equipment
– Money

7. Management
Efficiency – The process of getting Effectiveness –
doing a task things done, effectively doing the right
right, refers to and efficiently, through task; Translates
the relationship and with other people into goal
between inputs attainment
and outputs

8. The Organizational Pyramid

9. Levels of Management
Senior management
– Establishes the goal/objectives
of the business
– Decides how to use the
company’s resources
– Not involved in the day-to-day
problems
– Set the direction the company
will follow
– Chairperson of the company’s
board of directors, CEO, COO,
senior vice presidents

10. Levels of Management
Middle management
– Responsible for meeting
the goals that senior
management sets
– Sets goals for specific
areas of the business
– Decides which employees
in each area must do to
meet goals
– Department heads,
district sales managers

11. Levels of Management
Supervisory management
– Make sure the day-to-day
operations of the business run
smoothly
– Responsible for the people
who physically produce the
company's products or
services
– Forepersons, crew leaders,
store managers

12. The Management Process
Three ways to examine how management
works:
– Tasks performed
• Planning, organizing, staffing, leading,
controlling
– Roles played (set of behaviors associated
with a particular job)
• Interpersonal, information-based,
decision-making
– Skills needed
• Conceptual, human relations, technical

13. Functions of Management

14. The Management Process
• Planning
– Decides company goals and
the actions to meet them
– CEO sets a goal of increasing
sales by 10% in the next
year by developing a new
software program

15. The Management Process
• Organizing
– Groups related
activities together and
assigns employees to
perform them
– A manager sets up a
team of employees to
restock an aisle in a
supermarket

16. The Management Process
Staffing
– Decides how many and
what kind of people a
business needs to meet its
goals and then recruits,
selects, and trains the right
people
– A restaurant manager
interviews and trains
servers

17. The Management Process
Leading
– Provides guidance employees need to perform their
tasks
– Keeping the lines of
communication open
• Holding regular staff
meetings

18. The Management Process
• Controlling
– Measures how the business
performs to ensure that
financial goals are being
met
– Analyzing accounting
records
– Make changes if financial
standards not being met

19. Relative Importance of Types of
Skills for Different Levels of Managers

20. Principles of Management
• A principle is a basic truth or
law
• Managers often use certain
rules when deciding how to
run their business
• Most management principles
are developed through
observation and deduction

21. Principles of Management
Deduction is the process of drawing a general
conclusion from specific examples
– Observe that employees in 15
companies work more
efficiently when their
supervisors threat them well
– Deduce/conclude that a
pleasant work environment
contributes to productivity
– Conclusion becomes a
management principle

22. Principles of Management
• Management principles are best viewed as guides to action
rather than rigid laws
• If a principle does not apply to a specific situation, an
experienced manager will not use it
– Important to recognize when a
principle shouldn’t be followed
– Being able to change and adapt
is an important management
skill

23. Principles of Management
Do all employees need to
arrive at work at the
same time?

24. Principles of Management
Do people who work in
offices need to dress in a
certain way?

25. Old Paradigm
Then (50 years ago)
– Overseer
– Disciplinarian
– Enforcer of policy
– “Do as I say, not as I do”
mentality

26. Changing ...
Now
– Trainer
– Advisor
– Mentor
– Facilitator
– Coach

27. Supervisor As Change Agents
• To cut costs and increase productivity
• Continuous quality improvement
• Introduction of work teams
• Flexible work hours
• Accident prevention and stress reduction
programs

28. – Organizations are
thinning middle
management
– Significantly
expanded
responsibilities
Supervisor As Fewer Middle Managers

29. Supervisor As A Trainer
– Training important more
than ever and supervisors
carry the primary burden of
designing and training
– Many new employees are
poorly prepared for work or
have language or
communication deficiencies
– The use of technology
requires more training

30. Supervisors Go By Many Titles
• Assistant manager
• Department head
• Head coach
• Team leader
• Shift leader/captain
• Foreman

31. Key Supervisory Tasks
• Motivate
• Provide feedback
• Resolve performance problems
• Blend employee goals with
work requirements
• Improve communications and
keep employees informed
• Responsible for employee
training and skills

32. Where Do Supervisors
Come From?
From Within
• Source of the majority of new supervisors
• Operatives who know how things are done and know the
organization
• Abilities are known to management
• Acts as an employee motivator
• Know the operation
• Understand the organization
• Know the employees
• Have prior experience on which to make decisions
• Employee motivator

33. Where Do Supervisors Come From?
• From Colleges –
both 2 and 4 year
• With additional
organizational
training can readily
step into frontline
management

34. Is the Transition to Supervisor
Difficult?
• Initial view of manager as “boss” is incorrect
• Unprepared for the demands and ambiguities of the job
• Technical expertise is
no longer the primary
determinant of
success and failure
• Supervisor’s job
comes with
administration duties
• The “people”
challenge

35. • NOW – Key communicator
Is the Transition • Paperwork
to Supervisor • Accountability
• Stuck between operatives and
Difficult? managers
• Usually promoted from peer group
• Left out of the decision-making
process
• Must have a much more personal
relationship with employees

36. Types of Supervisory Skills

37. Technical skills – the specialized knowledge and
expertise used to carry out particular techniques
or procedures.

38. Human relation skills – the ability to work
effectively with other people.

39. Conceptual skills – the ability to
see the relation of the parts to the
whole and to one another.

40. Decision-making skills – the
ability to analyze information
and reach good decisions.

41. Knowledge skills – the ability to utilize various
communication technology to manage and
distribute continuous streams of data.

42. Responsibilities
• Carry out the duties assigned to them by higher-level
managers
– Give managers timely and accurate information for
planning
• Keep managers informed
about the department’s
performance
• Cooperate with co-workers in
other departments

43. Accountability
Accountability refers to
the practice of imposing
penalties for failing to
adequately carry out
responsibilities, and it
usually includes giving
rewards for meeting
responsibilities.