1. The Supervisor as Manager
CHAPTER 1
The Supervisor as Manager
Overview
The Supervisor’s Role
Obligations and Responsibilities
Functions of Management
Theories of People Management
Managerial Skills
Tips for New supervisors
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

2. The Supervisor as Manager
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The Supervisor as Manager
The Supervisor’s Role
A supervisor is anyone who manages people who make products and/or perform services.
Responsibilities include:
The output of the people supervised
The quality and quantity of the products and services
Meeting the needs of the employees by motivating and stimulating proper job performance.
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

3. The levels of employees in a large company.
CHAPTER 1
The Supervisor as Manager
Figure 1.1
The levels of employees in a large company.
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4. The Supervisor as Manager
CHAPTER 1
The Supervisor as Manager
The Supervisor’s Role
An Organizational Chart may be used to show:
Relationship among and within departments
Staff Functions (advisors)
Line Functions (associates directly involved)
Lines of Authority (power to make decisions)
Lines of Responsibilities (obligations to carry out)
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

5. Organization chart for a large hotel.
CHAPTER 1
The Supervisor as Manager
Figure 1.2
Organization chart for a large hotel.
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6. Organization chart for a large restaurant.
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The Supervisor as Manager
Figure 1.3
Organization chart for a large restaurant.
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

7. Types of Supervisors & Employees
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The Supervisor as Manager
Types of Supervisors & Employees
A First-line supervisor leads and manages hourly employees. Their focus is on supervision.
A Working Supervisor performs tasks of hourly employees. Their focus is on work as well as supervising workers.
Nonexempt employees are covered by federal and state wage and hour laws. They are hourly employees that are guaranteed minimum wage and overtime (after 40 hours).
Exempt Employees are not covered by federal and state wage and hour laws. This includes supervisors who spend 50% or more of their time managing 2 or more employees, and under federal law when they are paid $455 or more per hour week. (depending on the state).
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

8. Obligations & Responsibilities of a Supervisor
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The Supervisor as Manager
Obligations & Responsibilities of a Supervisor
When you begin to supervise the work of other people, you cross a line that separates you from hourly workers – you step over to the management side.
How would you describe your past supervisors?
What makes a good or bad supervisor?
You could take the following supervisor assessment to check on your supervisory skills?
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9. Supervisor’s Assessment.
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The Supervisor as Manager
Figure 1.4
Supervisor’s Assessment.
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10. Obligations & Responsibilities of a Supervisor
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The Supervisor as Manager
Obligations & Responsibilities of a Supervisor
The Supervisor in the middle has obligations to:
Owners
Guests
Employees
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

11. The supervisor is right in the middle of everything and everybody.
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The Supervisor as Manager
Figure 1.5
The supervisor is right in the middle of everything and everybody.
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

12. Obligations & Responsibilities of a Supervisor
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The Supervisor as Manager
Obligations & Responsibilities of a Supervisor
Owners: To make their enterprise profitable, and to run things their way (do anything they require that is legal and moral).
Guests: Treat them well and they will come back.
Repeat business = Continued profit.
Employees: If you want production you must provide them with a climate of acceptance, approval, open communication, fairness, and belonging. A poor work climate = a high labor turn over, low productivity, poor quality control, and fewer customers.
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

13. The Supervisor as Manager
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The Supervisor as Manager
Boomerang Management
Boomerang management occurs when a manager reverts from management’s point of view to the employee’s point of view; you’ve got to stay in charge.
If you try to manage from the employee’s point of view, they will take advantage of you.
Employees really want you to manage them
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

14. The Functions of Management Theory
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The Supervisor as Manager
The Functions of Management Theory
The four main functions of management are:
Planning
Organizing
Leading
Controlling
The flex style of management calls on theory, experience, and talent to adjust actions and decisions to given situations according to the demands of those situations
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

15. Functions of Management
CHAPTER 1
The Supervisor as Manager
Functions of Management
Planning: Looking ahead to chart goals and the best courses of future action.
Organizing: Putting together the necessary assets for maximum efficiency to meet the enterprise’s goals.
Leading: Interacting and guiding employees accomplishing certain goals and plans.
Controlling and Evaluating: Monitoring and evaluating results in terms of goals and standards previously agreed upon.
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

16. The interactions of a supervisor.
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The Supervisor as Manager
Figure 1.6
The interactions of a supervisor.
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

17. Scientific Management
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The Supervisor as Manager
Scientific Management
People management theory, which stems from the work of Frederick Taylor. Its goal emphasizes the increase of productivity in factories. It has four features:
Standardization of work procedures and methods
Careful selection of people
Complete and constant supervision
Incentive pay
In addition to this theory, Frank Gilbreth added the idea of work simplification.
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

18. The Human Relations Theory
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The Supervisor as Manager
The Human Relations Theory
An outgrowth of studies made at the Hawthorne
plant of Western Electric Co.
Focus shifted from work to people: emphasizes the importance of workers as individuals
Theory of people management, which states that satisfying the needs of employees is the key to productivity.
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

19. Participative Management
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The Supervisor as Manager
Participative Management
Employees participate in decisions that concern them.
Employees become more objective and share concerns and objectives of management.
“Management by Communication”
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20. Total Quality Management
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The Supervisor as Manager
Total Quality Management
A process of total organizational involvement in improving all aspects of the quality of a product or service.
Enhances the creative ways in which employees solve guest-related problems.
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21. Humanistic Management
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The Supervisor as Manager
Humanistic Management
A combination of scientific, human relations, and participative systems
Adapted to the needs of the situation, workers, and supervisor.
Most beneficial for hotel and foodservice industries.
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

22. The Supervisor as Manager
CHAPTER 1
The Supervisor as Manager
Managerial Skills
Technical Skills: Ability to know and carry out the tasks of the people you supervise.
Human Skills: Ability to handle the people you supervise which includes your attitude, sensitivity, and self awareness. A manager must be sensitive to workers’ personal needs and able to adjust to the situation (flex style of management).
Conceptual Skills: Ability to see the whole picture
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

23. Levels of supervisory skills.
CHAPTER 1
The Supervisor as Manager
Figure 1.7
Levels of supervisory skills.
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

24. Personal Skills and Qualities
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The Supervisor as Manager
Personal Skills and Qualities
Self management
Strong self image
Believe in employees
Flexibility and creativity
High energy levels
Able to work under pressure
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25. Two Types of Thinkers - Manz
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The Supervisor as Manager
Two Types of Thinkers - Manz
Opportunity Thinkers: When faced with a challenge they concentrate on constructive ways to deal with the circumstances.
Obstacle Thinker: When faced with a challenge they focus on why the situation is impossible to retreat.
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

26. The Supervisor as Manager
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The Supervisor as Manager
Decision to Manage
When deciding whether to be a manger, you must be should ask yourself:
Do you really want it?
What is the cost?
Is it worth the cost?
Having the maturity to decide what you want and to accept the costs may be the most important quality of all.
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved

27. The Supervisor as Manager
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The Supervisor as Manager
Tips for New Survivors
Start as you mean to continue.
Be yourself.
Praise the hard work of your team and help them continue to do a good job.
Listen and ask questions.
Be positive.
Know the company’s vision, mission, goals, strategies, philosophy and culture.
Know the policies and procedures.
Set a good example.
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved