1. SUPERVISORY MANAGEMENT

2. Objectives Recognise who is a manager
Explain the different levels of management and their roles in the organization.
Highlight key management principles
Discuss the impact of management principles on work life
Apply management principles to the workplace

3. Module 1: The Supervisor’s Job
The Management Process
Four functions of Management
Principles of Management
Difference among the levels of management
(Supervisor, Middle Managers and Top Management )

4. What is supervisory management?
“working with and through employees so that the activities in the unit can be executed in an economical manner”
involves a number of functions such as planning, organising, leading and controlling

5. What is supervisory management?
“It is the process of achieving desired results through utilisation of human, material and other resources”

6. What is supervisory management ?
Management can be defined as having an obsession with:-
responsiveness to customers
constant innovation
building of partnership
leadership that loves change
Instilling, sharing and inspiring vision
having simple support systems aimed at measuring performance.

7. Four Functions of Management

8. The Role of the Supervisor
Planning
This is basic to all roles
It is deciding in advance what to do, how to do it and who is to do it
It is decision making after a number of solutions have been explored

9. The Role of the Supervisor
Organising
Arranging activities of the enterprise so that they systematically contribute to established goals
Assigning the level of work-load to employees to ensure:
increase in production
reduce diminishing returns

10. The Role of the Supervisor
Leading
Pulls heavily from the human or interpersonal skill of the supervisor
To lead the supervisor must listen to others
Take suggestions that will advance the well-being of the organisation

11. The Role of the Supervisor
Control
Putting in place structures to ensure compliance
To see to the smooth management of the organisation
Structures of control should not be systems of burden and frustration to employees

12. Activity
Identify Supervisory activities under the functions of Planning, Organising, Leading and Controlling

13. Differences among Levels of Management
Leading 36%
Organising 33%
Planning 18 %
Controlling 13%
Middle Managers
Leading
51%
Planning
15%
Organising
24%
10%
Controlling
Supervisors
Planning 28%
Organising 36%
Leading 22%
Controlling 14%
Top Managers

15. Differences in Levels of Management Supervisory Competencies
Conceptual
Technical
Interpersonal

16. Differences in Levels of Management Technical Competence
Technical competence is the ability to apply
specialized knowledge or expertise:
To the tasks of the unit
To teach the skill to employees
To coach employees
To use procedures and techniques
coordinating and integrating the various tasks of the unit
costing work and preparing budget

17. Interpersonal Competence
Differences in Levels of Management
Interpersonal Competence
This is the ability to work with, understand and motivate people:
Communicate effectively
Listen
Deal with conflicts
Motivate employees
Counsel employees
Discipline their employees

18. Interpersonal Competence
Differences in Levels of Management
Interpersonal Competence
Handle grievance
Interview people
Evaluate employee performance
Provide feedback about employee job performance and behaviour

19. Conceptual Competence
Differences in Levels of Management
Conceptual Competence
defined as the mental ability to analyze and diagnose complex situations
ability to see the organization as a whole and the relationship among its parts which involves:
Thinking
Information processing
knowing where one’s department fits into the total organization and how the organization fits into the industry, the community, and the broader business environment

20. Differences in Levels of Management Conceptual Competence
Having the ability to plan
To analyze situations and to find solutions to existing concerns
To be creative and innovative
Aptitude to sharing ideas

21. Skills Needed at Different Management Levels
© 2007 Prentice Hall, Inc. All rights reserved.

22. Variations in Competency Demands
Top
Middle
Supervisory
Technical
Interpersonal
Conceptual
Level in Management
Management Competencies
Robert L. Katz, “ Skills of an Effective Administrator, Harvard Business Review (Sept. – Oct. 1974)

23. Levels of Management

24. Classifying Managers First-line Managers Middle Managers Top Managers
Individuals who manage the work of non-managerial employees.
Middle Managers
Individuals who manage the work of first-line managers.
Top Managers
Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.
© 2007 Prentice Hall, Inc. All rights reserved.

25. Mintzberg’s Managerial Roles

26. The efforts of other people
Management can be defined as ‘getting work done through the efforts of other people’
Managers are judged not just on their performance but on the results achieved by subordinates

27. Management as magic and politics
Management as magic – successful managers recognise that nobody really knows what is going on & persuades others of their own powers by calling up the appropriate gods & engaging in the expected rituals
Management as politics – successful managers can work out the unwritten laws of life in the organisational jungle & are able to play the game so that they win

28. Principles of Management

29. Principles of Management
Management principles are statements of fundamental truth. These principles serve as guidelines for decisions and actions of managers. They are derived through observation and analysis of events which managers have to face in actual practice.

30. What Is Management? Managerial Concerns Efficiency Effectiveness
“Doing things right”
Getting the most output for the least inputs
Effectiveness
“Doing the right things”
Attaining organizational goals
© 2007 Prentice Hall, Inc. All rights reserved.

31. Exhibit 1–2 Effectiveness and Efficiency in Management
© 2007 Prentice Hall, Inc. All rights reserved.

32. Fayol's 14 Principles of Management
Division of Work – When employees are specialized, output can increase because they become increasingly skilled and efficient.
Authority – Managers must have the authority to give orders, but they must also keep in mind that with authority comes responsibility.
Discipline – Discipline must be upheld in organizations, but methods for doing so can vary.
Unity of Command – Employees should have only one direct supervisor.

33. 5. Unity of Direction – Teams with the same objective
5. Unity of Direction – Teams with the same objective should be working under the direction of one manager, using one plan. This will ensure that action is properly coordinated.
6. Subordination of Individual Interests to the General Interest – The interests of one employee should not be allowed to become more important than those of the group. This includes managers.
7. Remuneration – Employee satisfaction depends on fair remuneration for everyone. This includes financial and non-financial compensation.
8. Centralization – This principle refers to how close employees are to the decision-making process. It is important to aim for an appropriate balance.

34. 9. Scalar Chain – Employees should be aware of
9. Scalar Chain – Employees should be aware of where they stand in the organization's hierarchy, or chain of command.
10. Order – The workplace facilities must be clean, tidy and safe for employees. Everything should have its place.
11. Equity – Managers should be fair to staff at all times, both maintaining discipline as necessary and acting with kindness where appropriate.

35. 12. Stability of Tenure of Personnel – Managers
12. Stability of Tenure of Personnel – Managers should strive to minimize employee turnover. Personnel planning should be a priority.
13. Initiative – Employees should be given the necessary level of freedom to create and carry out plans.
14. Esprit de Corps – Organizations should strive to promote team spirit and unity.

36. Activity
Identify specific situations and give examples of these principles in action at the workplace.
What role did the supervisor play in executing or supporting these principles. Any changes?
Unity of Command
Unity of Direction
Subordination of individual interests to the general interest
Division of work
Authority
Discipline
Remuneration
Centralisation
Scalar chain
Espirit-de- Corps
Order
Equity
Stability of Tenure
Initiative

37. QUESTIONS?

38. Activity (Debate)
Critically evaluate the statement: ‘Private sector managers are better than public sector managers’.
You need to consider areas such as:
approaches to planning and forecasting;
how approaches to customers vary;
what/who are the key influencers of strategy;
what is their approach to allocating resources and making profits;
the levels of freedom and constraints in the way they handle their employees;
how publicly accountable they are for their actions.

39. The end