Supervision Today! 6th Edition Stephen P. Robbins David A. DeCenzo Robert Wolter

SUPERVISION DEFINITIONS Chapter 1 SUPERVISION DEFINITIONS

Chapter Outcomes Explain the difference among supervisors, middle managers, and top management. Define supervisor. Identify the four functions in the management process. Explain why the supervisor’s role is considered ambiguous. Describe the four essential supervisory competencies. Identify the elements that are necessary to be successful as a supervisor.

EXHIBIT 1–1 Levels in the traditional organizational pyramid.

Supervisors can be called… Assistant manager Department head Head coach Team leader Shift leader/captain Foreman

EXHIBIT 1–2 Efficiency versus effectiveness.

EXHIBIT 1–3 Management functions.

Traditional role Overseer Disciplinarian Enforcer of policy “Do as I say, not as I do” mentality

Today’s role Trainer Adviser Mentor Facilitator Coach

More roles Key person Person in the middle Just another worker Behavioral specialist

Why promote from within? Know the operation Understand the organization Know the employees Have prior experience on which to make decisions Employee motivator

Why is supervising so difficult? Constant problem solving Simultaneous problems Constant interruptions Judged on ability to motivate others Time consuming communication activities Usually promoted from peer group Value of technical expertise minimized Counseling employees Providing leadership

Required competencies Technical Interpersonal Conceptual Political

EXHIBIT 1–4 How competency demands vary at different levels of management.