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Supervisor having important role in management and organization.

Published in: Business, Education


  1. 1. Supervisory
  2. 2. “Companies fail when they become complacent and imagine that theywill always be successful. So we are always challenging ourselves. Eventhe most successful companies must constantly reinvent themselves. --Bill Gates Chairman and Chief Software Architect Microsoft
  3. 3. The Business World Today Constant change! – Technology – Society – Environment – Competition – Diversity
  4. 4. OrganizationA systematic grouping of people brought together for some specific purpose
  5. 5. What Three Characteristics Do All Organizations Have in Common?•People – It takes people tomake decisions and to performthe activities which turn goalsinto reality•Systemic Structure – divisionof labor that defines the roles ofthe members in theorganization, creates rules andregulations•Purpose - Typically expressedin terms of goals and objectives
  6. 6. What is Management?The process of deciding how best to use abusiness’s resources to produce good or provideservices – Employees – Equipment – Money
  7. 7. ManagementEfficiency – The process of getting Effectiveness –doing a task things done, effectively doing the rightright, refers to and efficiently, through task; Translatesthe relationship and with other people into goalbetween inputs attainmentand outputs
  8. 8. The Organizational Pyramid
  9. 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. 10. Levels of ManagementMiddle 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. 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 companys products or services – Forepersons, crew leaders, store managers
  12. 12. The Management ProcessThree ways to examine how managementworks:– 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. 13. Functions of Management
  14. 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. 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. 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. 17. The Management ProcessLeading – Provides guidance employees need to perform their tasks – Keeping the lines of communication open • Holding regular staff meetings
  18. 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. 19. Relative Importance of Types ofSkills for Different Levels of Managers
  20. 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. 21. Principles of ManagementDeduction is the process of drawing a generalconclusion 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. 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. 23. Principles of ManagementDo all employees need toarrive at work at thesame time?
  24. 24. Principles of Management Do people who work in offices need to dress in a certain way?
  25. 25. Old ParadigmThen (50 years ago) – Overseer – Disciplinarian – Enforcer of policy – “Do as I say, not as I do” mentality
  26. 26. Changing ...Now – Trainer – Advisor – Mentor – Facilitator – Coach
  27. 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. 28. – Organizations are thinning middle management – Significantly expanded responsibilitiesSupervisor As Fewer Middle Managers
  29. 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. 30. Supervisors Go By Many Titles • Assistant manager • Department head • Head coach • Team leader • Shift leader/captain • Foreman
  31. 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. 32. Where Do SupervisorsCome 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. 33. Where Do Supervisors Come From? • From Colleges – both 2 and 4 year • With additional organizational training can readily step into frontline management
  34. 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. 35. • NOW – Key communicatorIs the Transition • Paperworkto Supervisor • Accountability • Stuck between operatives andDifficult? managers • Usually promoted from peer group • Left out of the decision-making process • Must have a much more personal relationship with employees
  36. 36. Types of Supervisory Skills
  37. 37. Technical skills – the specialized knowledge andexpertise used to carry out particular techniquesor procedures.
  38. 38. Human relation skills – the ability to work effectively with other people.
  39. 39. Conceptual skills – the ability tosee the relation of the parts to thewhole and to one another.
  40. 40. Decision-making skills – theability to analyze informationand reach good decisions.
  41. 41. Knowledge skills – the ability to utilize various communication technology to manage and distribute continuous streams of data.
  42. 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. 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.