1. Functions of the Supervisor

2. Goal setting
A system by which employees jointly determine specific performance goals with their supervisors.
Key to effectiveness
Goal specificity
Participation
Time limits
Performance feedback
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3. Why Supervisors and Managers Plan
Knowing what the organization is trying to accomplish helps them set priorities and make decisions aimed at accomplishing their goals.
Planning forces managers to spend time focusing on the future and establishes a fair way for evaluating performance.
Planning helps managers use resources efficiently.
The functions that managers perform all depend on good planning.
See Learning Objective 1: Describe types of planning that take place in organizations.
See text pages:

4. Types of plans Strategic planning Tactical planning Short-term plan
Intermediate-term plan
Long-term plan
Standing plan
Single-use plan
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5. Allocating Resources Allocating human resources
Determining how many and what kind of employees the department will need
Allocating equipment resources
Determining how much equipment is needed to get the job done
Allocating money resources
Developing a budget
Scheduling
Gantt charts
PERT networks
See Learning Objective 4: Discuss the supervisor’s role in the planning process.
See text pages:

6. The Supervisor as a Planner
Providing information and estimates
Higher management relies on supervisors to provide estimates of the personnel and other resources they will need to accomplish their work.

7. Involving Employees
Employees who are involved in the process tend to feel more committed to the objectives, and they may be able to introduce ideas that the supervisor has not considered.
To get employees involved:
Set objectives and have employees write down what they think they can accomplish in the coming year.
Hold a meeting of the entire work group at which employees and supervisors develop objectives as a group.
See Learning Objective 4: Discuss the supervisor’s role in the planning process.
See text pages:

8. Planning with a Team and Updating Objectives
Many times teams, not individual managers, are charged with planning.
Supervisors should clearly communicate the scope of the plan and encourage team members to cooperate
After objectives have been set, the supervisor should monitor performance and compare it with the objectives and update objectives as necessary.
Organizations with a regular procedure for planning will specify when supervisors must review and update their objectives.
See Learning Objective 4: Discuss the supervisor’s role in the planning process.
See text page: 153

9. EXHIBIT 3–9 Comparison of entrepreneurs and traditional supervisors.
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10. Organizing Arranging and grouping jobs Allocating resources
Assigning work so that activities can be accomplished as planned
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11. Organizing concepts Work specialization Span of control
Chain of command
Unity of command
Authority – Line, Staff, Functional
Responsibility
Centralization
Decentralization
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12. Contrasting spans of control.
EXHIBIT 4–1
Contrasting spans of control.
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13. Departmentalization Functional Product Geographical Customer Process
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14. Functional departmentalization.
EXHIBIT 4–3
Functional departmentalization.
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15. Product departmentalization.
EXHIBIT 4–4
Product departmentalization.
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16. Customer departmentalization.
EXHIBIT 4–5
Customer departmentalization.
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17. Geographic departmentalization.
EXHIBIT 4–6
Geographic departmentalization.
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18. Process departmentalization.
EXHIBIT 4–7
Process departmentalization.
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19. Organizational structure
Simple structure
Functional structure
Divisional structure
Matrix structure
Team-based structure
Boundaryless organization
Learning organization
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20. A matrix structure in an aerospace firm.
EXHIBIT 4–8
A matrix structure in an aerospace firm.
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21. Job description
A written statement of job duties, working conditions, and operating responsibilities
Provides a formal description
Acts as a standard by which to measure performance
Clarifies the duties and responsibilities of the employee
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22. A job description for a production editor in a publishing company.
EXHIBIT 4–10
A job description for a production editor in a publishing company.
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23. Problem Solving Describe the problem
Search out the cause, get the facts
Define the real problem and set objectives
Develop alternative solutions
Decide on the best solution
Implement the decision
Follow up

24. Problem solving involves making a series of decisions:
deciding that something is wrong,
deciding what the problem is, and
deciding how to solve it.

25. Decision Making Decision Making How to Make Good Decisions
Problem Solving
Building Decision Making Skills
Controlling

26. Much of the supervisor’s job is making decisions.
In many cases, decisions are made without giving any thought to the process of deciding.
Supervisors will automatically decide something
because it feels right or
because a decision has been made on a similar issue in the past.
Decision making can be improved by understanding how the decision-making process works in theory and in practice.

27. The decision-making process.
EXHIBIT 7–1
The decision-making process.
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28. EXHIBIT 7–3 Payoff table for ski jacket decision.
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29. EXHIBIT 7–4
Decision tree and expected values for renting a large or small retail space.
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30. Conditions of decision-making
Certainty
Risk
Uncertainty
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31. Decision tools Expected value analysis Decision tree Marginal analysis
Permits decision makes to place monetary value on likely consequences
Decision tree
Assigns probabilities to possible outcomes and calculates payoffs for decisions
Marginal analysis
Deals with additional cost in decisions rather than average cost
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32. EXHIBIT 7–5 Decision-style model. Supervision Today!, 7/e
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33. Common errors in decision-making
Availability heuristic
Judgment based on readily available information
Representative heuristic
Matching the likelihood of an occurrence with something familiar
Escalation of commitment
Increasing commitment to a decision despite negative information
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34. Advantages of group decisions
Provides more complete information
Generates more alternatives
Increases solution acceptance
Increases legitimacy
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35. Disadvantages of group decision-making
Time-consuming
Minority domination
Pressure to conform
Ambiguous responsibility
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36. Improving group decision-making
Brainstorming
Nominal group technique
Electronic meetings
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37. Common rationalizations of unethical behavior
“It’s not really illegal or immoral.”
“It’s in my (or the organization’s) best interest.”
“No one will find out.”
“Because it helps the organization, the organization will condone it and protect me.”
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38. Three views on ethics Utilitarian view Rights view Justice view
Decisions made solely on basis of their outcomes
Rights view
Decisions are consistent with liberties set forth in Bill of Rights
Justice view
Impose and enforce rules fairly and impartially to achieve equitable distribution of benefits and costs
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39. EXHIBIT 7–7 Three views on ethics. Supervision Today!, 7/e
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40. Creativity The ability to bring about something imaginative or new.
In decision making, creativity means being able to generate alternatives that are innovative or different from what what has been used in the past.
Thinking outside the box

41. Creativity
There is a common notion that some people are creative and the rest of us are stuck with following routine and ordinary courses of action.
A fundamental way to become more creative is to be open to your own ideas.
think of as many alternatives as you can
jot them down
don’t evaluate them until after you have finished the list.

42. Five Step Technique for Generating Creative Ideas
Gather the raw materials by learning about the problem and by developing your general knowledge.
Constantly expand your experience.
Work over those materials in your mind
As you think of partial ideas, jot them down so you can refer to them later.
If you’re stuck on a problem, try leaving it for a while.

43. Five Step Technique for Generating Creative Ideas
Incubate
Let your subconscious do the work.
Stimulate your imagination.
Identify an idea.
Ideas often pop into your head unexpectedly.
Shape and develop the idea to make it practical
Seek out constructive criticism.

44. Creativity
The most important step a supervisor can take to establish a work climate that encourages creative thinking is to show that he or she values creativity.
When employees offer suggestions, the supervisor should listen attentively and look for the positive aspects of the suggestions.
Then the supervisor should attempt to implement the suggestions and give the employee credit for the idea.
Failure should be acknowledged as a sign that people are trying.
Help employees see what can be learned from failures as well as from successes.

45. Creativity
Creating an environment that fosters creativity is not simply listening to alternative solutions when problems occur.
The environment is developed daily and by all levels of the organization.
The supervisor can nurture a creative environment by the way he/she treats people and their ideas on an ongoing basis.
Respect for all employees and appreciation of daily contributions will create an environment where employees feel valued and are willing to think about the problems of the workplace.

46. Creativity
Often supervisors and employees have difficulty being creative because they are afraid their ideas will fail.
Focus on learning from failures
Another barrier to creativity is being overly busy.
Creativity requires time to think.
Isolation also interferes with creativity.
Get i