SUPERVISION TODAY! 5/e The Ultimate Guide to Front-line Management Stephen P. Robbins and David A. DeCenzo ©2007 Pearson Education, Inc. Pearson Prentice.

Slides:

Advertisements

Similar presentations

Managers and Management

Advertisements

Chapter 14: Leadership and Management

Supervision in Organizations

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

PERFORMANCE APPRAISAL

© Prentice Hall, 2007Excellence in Business, 3eChapter The Functions of Management.

Managers and Management

Explain why managers are important to organizations

Employee Retention, Engagement, and Careers

Leadership and Management

Introduction to Hospitality, Fourth Edition John Walker ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Chapter 14 Leadership.

© 2014 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved. This material is protected by Copyright and written permission should be obtained.

11 Management Functions and Principles. 22 Overview The Managerial Environment Management Processes (Functions) Managerial Roles Universality of the Manager’s.

Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. 1 Chapter 1 Managers and Managing in the 21st Century.

©2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th edition Upper Saddle River, NJ Kotler, Bowen, and Makens Chapter 7 Organizational.

Chapter 16 Organizing.

Chapter 1: Management and Entrepreneurship Learning Objectives Why study Management? What does it take to be a successful manager? Discuss the basic responsibilities.

A FRAMEWORK FOR INTERPERSONAL SKILL DEVELOPMENT

Defining the Role of the Supervisor

Copyright © 2003 by Pearson Education, Inc., publishing as Prentice Hall, Upper Saddle River, NJ. All rights reserved. To view maps beyond the range 41-58,

1–1 MPO699 MANAGING PEOPLE IN ORGANIZATION TOPIC 01 – MANAGERS & MANAGEMENT.

Chapter 4 ORGANIZING. 2 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights.

Copyright © 2003 by Pearson Education, Inc., publishing as Prentice Hall, Upper Saddle River, NJ. All rights reserved. To view maps beyond the range 59-76,

Strategy for Human Resource Management Lecture 11 HRM 765.

Principles of Supervision

The Managerial Process

Chapter 11 DEVELOPING GROUPS. 2 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ

CPS ® and CAP ® Examination Review MANAGEMENT, Fifth Edition By Haney and Mazzola ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River,

5 Chapter Organizational Structure and Culture Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.

11 Chapter Leadership and Trust Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.

CPS ® and CAP ® Examination Review ADVANCED ORGANIZATIONAL MANAGEMENT By Garrison and Bly Turner ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper.

Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education,

Chapter 10 COMMUNICATING EFFECTIVELY. 2 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River,

Training and Developing a Competitive Workforce 17/04/2013.

Chapter 8 MOTIVATING FOLLOWERS. 2 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ

Groups Group - two or more interacting and interdependent individuals who come together to achieve specific goals. Formal groups Work groups defined by.

Chapter 3 Planning and Goal Setting. 2 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ.

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall8-1 Human Resource Management Chapter Eight Training and Development- Cont’d Managing.

Jump to first page 1 The Supervisor's Job ORGANIZATIONS A systematic grouping of people brought together to accomplish a specific purpose. Common Characteristics.

CHAPTER. McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. 1-2 Organizational Levels Operative Employees : Physically produce.

Chapter 7 PROBLEM ANALYSIS AND DECISION MAKING. 2 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle.

Types of managers Module 07-Types of managers.

CHAPTER 1 DEFINING THE SUPERVISOR’S JOB

Chapter 15 CHANGE MANAGEMENT. 2 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ

1 2 Supervision Today! 7 th Edition Stephen Robbins David DeCenzo Robert Wolter Supervision Challenges DEFINING SUPERVISION AND SUPERVISORY CHALLENGES.

1 1 Supervision Fundamentals Explain the difference among supervisors, middle managers, and top management Define supervisor Identify.

Explain why managers are important to organizations

Introduction to Management and Organizations

Managers and Management

Levels of management Managers come in all different shapes and sizes.

Introduction to Management and Organizations

12 PERFORMANCE APPRAISAL Supervision Today! 7th Edition

11 DEVELOPING GROUPS Supervision Today! 7th Edition

6 CONTROLLING Supervision Today! 7th Edition Stephen Robbins

Copyright © 2008 Pearson Prentice Hall Inc.

Copyright © 2008 Pearson Prentice Hall Inc.

3 Planning and Goal Setting Supervision Today! 7th Edition

Copyright © 2008 Pearson Prentice Hall Inc.

4 ORGANIZING Supervision Today! 7th Edition Stephen Robbins

Introduction to Management and Organizations

Supervision Today! 6th Edition

Copyright © 2008 Pearson Prentice Hall Inc.

10 COMMUNICATING EFFECTIVELY Supervision Today! 7th Edition

15 CHANGE MANAGEMENT Supervision Today! 7th Edition

14 CONFLICT, POLITICS, DISCIPLINE, and NEGOTIATION Supervision Today!

Managers and Management

Introduction to Management and Organizations

1 Supervision Definitions Supervision Today! 7th Edition

Copyright © 2008 Pearson Prentice Hall Inc.

Copyright © 2008 Pearson Prentice Hall Inc.

Presentation transcript:

SUPERVISION TODAY! 5/e The Ultimate Guide to Front-line Management Stephen P. Robbins and David A. DeCenzo ©2007 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ SUPERVISION TODAY! 5/e The Ultimate Guide to Front-line Management Stephen P. Robbins and David A. DeCenzo ©2007 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ DEFINING THE SUPERVISOR’S JOB

SUPERVISION TODAY! 5/e The Ultimate Guide to Front-line Management Stephen P. Robbins and David A. DeCenzo ©2007 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ SUPERVISION TODAY! 5/e The Ultimate Guide to Front-line Management Stephen P. Robbins and David A. DeCenzo ©2007 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458

SUPERVISION TODAY! 5/e The Ultimate Guide to Front-line Management Stephen P. Robbins and David A. DeCenzo ©2007 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ SUPERVISION TODAY! 5/e The Ultimate Guide to Front-line Management Stephen P. Robbins and David A. DeCenzo ©2007 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ EXHIBIT 1–2 Efficiency versus effectiveness.

SUPERVISION TODAY! 5/e The Ultimate Guide to Front-line Management Stephen P. Robbins and David A. DeCenzo ©2007 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ SUPERVISION TODAY! 5/e The Ultimate Guide to Front-line Management Stephen P. Robbins and David A. DeCenzo ©2007 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ EXHIBIT 1–3 Management functions.

SUPERVISION TODAY! 5/e The Ultimate Guide to Front-line Management Stephen P. Robbins and David A. DeCenzo ©2007 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Supervisors can be called … Assistant manager Department head Head coach Team leader Shift leader/captain Foreman

SUPERVISION TODAY! 5/e The Ultimate Guide to Front-line Management Stephen P. Robbins and David A. DeCenzo ©2007 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Traditional role Overseer Disciplinarian Enforcer of policy “Do as I say, not as I do” mentality

SUPERVISION TODAY! 5/e The Ultimate Guide to Front-line Management Stephen P. Robbins and David A. DeCenzo ©2007 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Today’s role Trainer Adviser Mentor Facilitator Coach

SUPERVISION TODAY! 5/e The Ultimate Guide to Front-line Management Stephen P. Robbins and David A. DeCenzo ©2007 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ More roles Key person Person in the middle Just another worker Behavioral specialist

SUPERVISION TODAY! 5/e The Ultimate Guide to Front-line Management Stephen P. Robbins and David A. DeCenzo ©2007 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 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! 5/e The Ultimate Guide to Front-line Management Stephen P. Robbins and David A. DeCenzo ©2007 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Why is supervising so difficult? Key communicator Unprepared for the reality Accountability Paperwork Stuck between operatives and managers Usually promoted from peer group Left out of the decision-making process Must have a much more personal relationship with employees

SUPERVISION TODAY! 5/e The Ultimate Guide to Front-line Management Stephen P. Robbins and David A. DeCenzo ©2007 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Required competencies Technical Interpersonal Conceptual Political

SUPERVISION TODAY! 5/e The Ultimate Guide to Front-line Management Stephen P. Robbins and David A. DeCenzo ©2007 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ EXHIBIT 1–4 How competency demands vary at different levels of management.