The Supervisory Challenge and Management Functions Supervision: Concepts and Practices of Management, Second Canadian Edition Hilgert, Leonard, Shemko, and Docherty © 2005 by Nelson, a division of Thomson Canada Limited

Learning Objectives Explain the demands and rewards of being a supervisor. Identify and discuss the major demographic and societal trends that will affect supervisors. Summarize the challenges supervisors face in fulfilling managerial roles.

Learning Objectives 4. Explain why effective supervisors should possess a variety of skills. 5. Define management and discuss how the primary managerial functions are interrelated.

Definition of a Supervisor first-level manager in charge of entry-level and other departmental employees

The Rewards Satisfaction in working with motivated employees More status and a higher salary Authority to make decisions and manage Rewards from higher management Opportunity for professional and personal growth

The Demands Longer hours, often without additional pay Transition from peer group is sometimes difficult Interruptions, crises, problems, and complaints Spend much time obtaining, interpreting and giving information Conflicting demands and shifting priorities

The Management Hierarchy

Factors and Trends Affecting the Supervisor Population and workforce growth Changing age patterns Women in the workforce and related issues Growth of racial minorities in the workforce Opportunities for women and minorities

Factors and Trends Affecting the Supervisor Educational preparation Occupational and industry trends Changing technology and business conditions Global challenges Work scheduling and employment conditions

Factors and Trends Affecting the Supervisor Corporate culture and ethical conduct Other governmental and societal issues Workplace incivility and difficult people Empowerment and employee participation in decision making

Diversity Diversity: Differences in culture, ethnic background, gender, age, educational level, race, and lifestyle characteristics among employees.

A Changing Workforce Flextime—employees choose work schedule Job sharing—two or more employees share a single job Telecommuting—employee works at home using a computer and model Glass ceiling—invisible barrier to advancement for women and minorities Underemployment—situation in which people hold jobs that don’t utilize their skills, knowledge, or abilities

A Changing Workforce Contingent worker—part-time, temporary, or contract employee who works dependent on an “as needed” basis Two-tier wage system—paying new employees at a lower rate than more senior employees Corporate culture—set of shared purposes, values, and beliefs that employees hold about their organization Participative management—allowing employees to be involved in organizational decision making

The Person in the Middle Manager Supervisor Subordinate

Two Primary Requirements Effective supervisors must have: Working knowledge of jobs being performed The ability to run the department

Managerial Skills Make The Difference The difference between a good supervisor and a poor one, assuming that their technical skills are similar, is the difference in their managerial skills.

Need for a Variety of Skills Technical skills Human relations skills Administrative skills Conceptual skills Political skills Emotional intelligence skills

Learnable Skills Managerial skills can be learned and developed with: Time Effort Determination Proper tools Practice

Functions of Management The process of getting things accomplished with and through people by guiding and motivating their efforts toward common objectives

Functions of Management Enabler: The person who does the things necessary to enable employees to get the job done

Functions of Management Planning — determining what should be done Organizing — arranging and distributing work among members of the work group to accomplish the organization’s goals Staffing — the task of recruiting, selecting, orienting, training, appraising, promoting, and compensating employees

Functions of Management Leading – the managerial function of guiding employees toward accomplishing organizational objectives Controlling – ensuring that actual performance is in line with intended performance and taking corrective action if necessary

The E-Z Route for Supervisory Success Enable Excellence Educate Equip Encourage Empower Excite Engage Empathize Exalt

The Continuous Flow of Managerial Functions

Managerial Functions Relative to Time and Position