1 Supervision Definitions Supervision Today! 7th Edition Defining supervision and Supervisory challenges Supervision Definitions 1 Supervision Today! 7th Edition Stephen Robbins David DeCenzo Robert Wolter

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. Supervision Today!, 7/e Robbins, DeCenzo, Wolter © 2013 Pearson Education Uppers Saddle River, NJ 07458, All Rights Reserved

EXHIBIT 1–1 Levels in the traditional organizational pyramid. Supervision Today!, 7/e Robbins, DeCenzo, Wolter © 2013 Pearson Education Uppers Saddle River, NJ 07458, All Rights Reserved

Supervisors can be called… Assistant manager Department head Head coach Team leader Shift leader/captain Foreman Supervision Today!, 7/e Robbins, DeCenzo, Wolter © 2013 Pearson Education Uppers Saddle River, NJ 07458, All Rights Reserved

Efficiency versus effectiveness. EXHIBIT 1–2 Efficiency versus effectiveness. Supervision Today!, 7/e Robbins, DeCenzo, Wolter © 2013 Pearson Education Uppers Saddle River, NJ 07458, All Rights Reserved

EXHIBIT 1–3 Management functions. Supervision Today!, 7/e Robbins, DeCenzo, Wolter © 2013 Pearson Education Uppers Saddle River, NJ 07458, All Rights Reserved

Traditional role Overseer Disciplinarian Enforcer of policy “Do as I say, not as I do” mentality Supervision Today!, 7/e Robbins, DeCenzo, Wolter © 2013 Pearson Education Uppers Saddle River, NJ 07458, All Rights Reserved

Today’s role Trainer Adviser Mentor Facilitator Coach Supervision Today!, 7/e Robbins, DeCenzo, Wolter © 2013 Pearson Education Uppers Saddle River, NJ 07458, All Rights Reserved

More roles Key person Person in the middle Just another worker Behavioral specialist Supervision Today!, 7/e Robbins, DeCenzo, Wolter © 2013 Pearson Education Uppers Saddle River, NJ 07458, All Rights Reserved

Why promote from within? Know the operation Understand the organization Know the employees Have prior experience on which to make decisions Employee motivator Supervision Today!, 7/e Robbins, DeCenzo, Wolter © 2013 Pearson Education Uppers Saddle River, NJ 07458, All Rights Reserved

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 Supervision Today!, 7/e Robbins, DeCenzo, Wolter © 2013 Pearson Education Uppers Saddle River, NJ 07458, All Rights Reserved

Required competencies Technical Interpersonal Conceptual Political Supervision Today!, 7/e Robbins, DeCenzo, Wolter © 2013 Pearson Education Uppers Saddle River, NJ 07458, All Rights Reserved

EXHIBIT 1–4 How competency demands vary at different levels of management. Supervision Today!, 7/e Robbins, DeCenzo, Wolter © 2013 Pearson Education Uppers Saddle River, NJ 07458, All Rights Reserved

Key supervisory skills. Related to Planning and Control • Goal setting • Budgeting • Creative problem solving • Developing control charts Related to Organizing, Staffing, and Employee Development • Empowering others • Interviewing • Providing feedback • Coaching Exhibit 1-5 Key supervisory skills. Supervision Today!, 7/e Robbins, DeCenzo, Wolter © 2013 Pearson Education Uppers Saddle River, NJ 07458, All Rights Reserved

Key supervisory skills. Related to Stimulating Individual and Group Performance • Designing motivating jobs • Projecting charisma • Listening • Conducting a group meeting Related to Coping with Workplace Dynamics • Negotiation • Stress reduction • Counseling • Disciplining • Handling grievances Exhibit 1-5 Key supervisory skills. Supervision Today!, 7/e Robbins, DeCenzo, Wolter © 2013 Pearson Education Uppers Saddle River, NJ 07458, All Rights Reserved