CHAPTER 1 The Supervisor's Job

What Is Supervision? Supervision is the first level of management in an organization Supervisors do not do operative work, but see that it is accomplished through the effort of others

Who are Supervisors? A supervisor is the manager who serves as the link between operative employees and all other managers

Sources of Supervisory Talent The majority of supervisors are promoted from the ranks of operative employees. Officers of labor unions are sometimes chosen for their leadership abilities. Sometimes new college graduates are made supervisors after a brief training.

The Functions of Supervision Five functions of supervision are: Planning: determining the most effective means for achieving the work Organizing: distributing the work and arranging it so that it flows smoothly Staffing: obtaining and developing good people Leading: directing and channeling employee behavior Controlling: determining how well the work is being done compared to what was planned

The Functions of Supervision Four types of skills required of supervisors: Technical: knowledge about machines, processes, and methods of production Human relations: knowledge about human behavior and the ability to work well with people Administrative: knowledge about the organization and how it works Decision making and problem-solving: ability to analyze information and objectively reach a decision

Key Reasons For Supervisory Success Ability and willingness to delegate Proper use of authority Setting a good example Recognizing the change in role Desire for the job

The Changing Nature of the Supervisor’s Environment Changes in information availability Increased use of computers and new technology makes more information available New technology requires more training and higher skill levels for employees More skilled employees require new approaches to motivation and leadership

The Changing Nature of the Supervisor’s Environment Changes in outlook toward the environment Emphasis on quality of work life Safe and healthy working conditions Opportunity to use and develop individual capabilities Opportunity for personal and professional growth Work schedules, career demands, and travel requirements that do not regularly take up family and leisure time The right to personal privacy, free speech, equitable treatment, and due process

The Changing Nature of the Supervisor’s Environment Changes in workforce demographics Diversity of the workforce encompasses many different dimensions, including gender, race, religion, age, and types of disability

The Changing Nature of the Supervisor’s Environment Guidelines for managing diversity Focus on observable behavior Avoid stereotyping Evaluate output, not input Don’t make assumptions about nonstandard behavior Provide feedback based on observations Don’t tolerate non-behavioral assumptions from anyone Test your own behaviors

Supervision: Key Link to Productivity The primary measure of a supervisor’s success is the productivity of the supervisor’s work unit