1. Defining the Role of the Supervisor

2. Objectives
Explain the difference between first line workers, supervisors, middle managers, and top managers.
Define the role of the supervisor
Identify the four functions in the management process.
Explain why the supervisors role is considered ambiguous.
Describe the four essential supervisory competencies.
Identify the elements that are necessary to be a successful supervisor.

3. Objectives Con’t. Focus on Supervisory Skill Development
Identify the elements necessary to be successful in Dealing with others
Work on Developing the most complicated – if not the most Difficult Competency
The Ability to work well with people
Motivating
Coaching
Delegating
Resolving Conflict

4. Organizations
A systematic grouping of people brought together to accomplish some specific purpose
- Your Company
- Church or Charities
- Retailers & Wholesalers
- Sports Teams & Leagues

5. Common Characteristics
Purpose
Typically expressed in terms of goal or goals.
People
It takes people to establish the purpose and to make the goal a reality.
Systematic structure
Defines roles of members, sets limits on their work behavior.

6. What is an Organizational Mission?
A mission is your reason for being…what you do each day. In other words a mission defines the nature of your business and provides strategic direction to unify the use of human and other resources.

8. Operative Employees
The employees who physically produce an organization’s goods and services by working on specific tasks.

10. Supervisors
Oversee the work of the operative employees and are the only managers who do not manage other managers.

12. Middle Managers
All employees below the top- management level who manage other managers and supervisors.

14. Top Management
A group of people responsible for establishing the organization’s overall objectives and developing the policies to achieve those objectives.

15. What Is Management? Management Efficiency Effectiveness
The process of getting things done, effectively and efficiently, through and with other people.
Efficiency
Doing the task right.
Refers to the relationship between inputs and outputs.
Effectiveness
Doing the right task.
Associated with goal attainment.

16. Four Management Functions
Planning
Defining organizational goals, establishing an overall strategy for achieving these goals, and developing a comprehensive hierarchy of plans to integrate and coordinate activities.
Organizing
Dividing work into manageable components and coordinating results to achieve objectives.

17. Four Management Functions
Leading
Directing and coordinating the activities of people in the organization.
Also involves communicating, motivating, and conflict resolution.
Controlling
Monitoring, comparing, and, if needed, correcting actual performance.

18. Bottom Line –
Get the job Done with the resource available!

19. Management Functions

20. Management Functions by Organizational Levels?
Top management
Focuses on long-term, strategic planning and structuring the overall organization.
Supervisors
Focus is on short-term, tactical planning and structuring jobs of individuals and work groups.

21. Supervisors can be called…
Assistant Manager
Department Head
Head Coach
Team Leader
Shift Leader/Captain
Foreman
Facilitator

22. Traditional Role Overseer Disciplinarian Enforcer of policy
Supervise closely, discipline when the rules are broken.
“Shape up or ship out!”
“Do as I say, not as I do” mentality

23. Today’s Role Key person Person in the middle Just another worker
The critical link in the organization’s chain of authority.
Person in the middle
The reconciler (buffer) between the opposing forces and competing expectations of higher management and workers.
Just another worker
Because they perform tasks alongside the same people they manage, supervisors are often thought of as no more than first line workers themselves.
Behavioral specialist
Supervisors must be able to understand the varied needs of their staff and be able to listen, motivate, and lead.

24. How Important are Supervisors?
As change agents
To cut costs and increase productivity.
Continuous quality improvement.
Introduction of work teams.
Flexible work hours.
Accident-prevention and stress-reduction programs.

25. How Important are Supervisors?
As change agents
Fewer middle managers
Will significantly expand responsibilities for supervisors.
”Lean and mean” a major theme of the best corporations.
Organizations are particularly thinning their ranks among middle management staff-support personnel.

26. How Important are Supervisors?
As change agents
Fewer middle managers
As trainers
Training becoming more important than ever before.
Many new employees poorly prepared for work or have language or communication deficiencies.
Technology requiring additional skill training among current employees.
Supervisors will carry the primary burden for identifying such skill deficiencies, designing appropriate training programs, and even providing the training.

27. Does a Supervisor Need To Be a Coach?
The boss
Traditional “authority figure” to keep employees in line.
Decides.
Directs.
Orders.
Controls.

28. Does a Supervisor Need To Be a Coach?
The boss
The coach
Clarifies responsibilities, motivates, and represents employees’ interests within the organization.
Guides.
Listens.
Trains.
Assists.

29. THE TRANSITION Where Do Supervisors Come From?
From within
Source of many new supervisors.
Operative employees who know how things are done and know the organization.
Abilities are known to management.
Acts as an employee motivator.

30. Why promote from within?
Know the operation
Understand the organization
Know the employees
Have prior experience on which to make decisions
Employee motivator

31. THE TRANSITION Where Do Supervisors Come From?
From within
From colleges
Both two- and four-year colleges.
With some additional organizational training, can readily step into frontline management.

32. Why is Supervising so Difficult?
Initial view of manager as “boss” incorrect
Still have to work—a lot!
Now you’re a troubleshooter, juggler, and quick- change artist.
Problem solver, decision-maker, resource allocator.

33. Why is Supervising so Difficult?
Initial view of manager as “boss” incorrect
Unprepared for the demands and ambiguities
Unrelenting workload/pace.
Simultaneous problems with constant interruptions.

34. Why is Supervising so Difficult?
Initial view of manager as “boss” incorrect
Unprepared for the demands and ambiguities
Technical expertise no longer primary determinant of success or failure
Now you have to get things done through others.
Knowing “how” not enough any more.
Now you have to motivate others to do the job.

35. Why is Supervising so Difficult?
Initial view of manager as “boss” incorrect
Unprepared for the demands and ambiguities
Technical expertise no longer primary determinant of success or failure
Supervisor’s job comes with administrative duties
Paperwork and communicating.

36. Why is Supervising so Difficult?
Unprepared for the demands and ambiguities
Technical expertise no longer primary determinant of success or failure
Supervisor’s job comes with administrative duties
The “people challenge”
Most demanding skill of all.
Dealing with people, counseling, providing leadership.

37. Required Competencies
Technical
Specialized knowledge or expertise
Ability to understand technical aspects of the job.
Ability to understand what each worker does.

38. Required Competencies
Technical
Interpersonal
Ability to work well with people
Understand their needs.
Communicate well.
Motivate others.

39. Required Competencies
Technical
Interpersonal
Conceptual
Mental ability to analyze and diagnose complex situations
To see the organization as a complex system of many related parts.
To give the supervisor a broad perspective.
To enhance problem-solving and decision-making capabilities.

40. Required Competencies
Technical
Interpersonal
Conceptual
Political
The ability to enhance power.
To build a power base.
To establish the “right” connections.

41. How Competency Demands Vary

42. Where We Start …
Motivation…
Why?

43. What Does Motivation have to do with:
Coaching?
Delegating?
Resolving Conflict?

44. How do you get employees to accomplish
A goal is a statement of what you want to achieve.
Ideally, the statement should be as objective as possible
so that it can be clearly understood and measured.
It’s useful, however, to clarify your ideas
before you try to objectively state and organize them.
How do you get employees to accomplish
YOUR GOAL?

45. Operative Employees Make it THEIR GOAL!
The employees who physically produce an organization’s goods and services by working on specific tasks.
YOUR GOAL?
Make it THEIR GOAL!

46. Motivation: People do things for their own reasons
Some inner drive, impulse or intention that causes a person to do something or act a certain way.
your dictionary.com
People do things for their own reasons

47. How do we get them to have that inner drive?
Positive Reinforcement
Effective Discipline
Treating them Fairly
Satisfying their needs
Setting work related goals
Job Design
Reward based on Performance

48. Motivation: Help them discover what is in it for them!
Why do they want to help?
How can they help?
Profit sharing

49. Why do people go to work? Earn money Feel a part of something
Feel important
Learn

50. If we don’t let them know what is expected … - How will they succeed?
Employees are going to work to do what is right
Make product, follow the rules, avoid trouble
Employees are going to work to meet their needs
Food, shelter, healthcare, transportation
If we don’t let them know what is
expected …
– How will they know?
- How will they succeed?

51. How do we let them know? By Example Telling them Teaching Them
Leading Them
Coaching Them
Delegating to Them
Supporting Them
Provide Feedback

52. Once They Know: We must have Effective Discipline for
Insubordination, fighting, attendance, dishonesty, disruptive attitude, poor performance, etc.
The Goal of Discipline is to change undesirable behavior
Most effective if:
Focus on behavior not the person
Correct problems not punish employees

53. Discipline occurs to help the person comply with the rules – It must:
Be Timely
Be Consistent/ Fair
Be Objective/based on observable behaviors
Avoid subjective reactions to an employee

54. How to Discipline Take action immediately – As soon as practical
Take action Privately – Never in public
Place responsibility on employee
Problem solve with employee
Gain commitment to change & maintain appropriate behaviors
Follow up with Feedback

55. Treat People Fairly Give Appropriate Information/Training
Give Necessary Tools
Set the Expectation
Hold everyone to the appropriate expectation
Give appropriate opportunities
Hold everyone accountable for their job

56. Satisfy their needs Know what training they need
Listen to what they want
Know what opportunity they want (or not)
Help them get better

57. Set Work Related Goals
A goal is a statement of what you want to achieve.
What Skills do they need to master?
What tasks must they learn?
What paperwork is required?
What must they accomplish for the team’s success?
What professional goals do they have?

58. Job Design Enlarge the job Enrich the job Empower employees Delegate
Don’t “dump”
Bring more pieces together
Enrich the job
Variety of skills
Autonomy
Empower employees
Allow more Judgement
Delegate
Increase personal accountability for work

59. Base rewards on Performance
What are your Options as a Supervisor?
Praise
Recognition
Promotions/Lateral moves
Certificates
Thank you notes/cards
Gift cards
Subscriptions
Employee of the Month/Qtr

60. Conflict Resolution
Set the Stage - Restate the problem could be mutual (Set the ground rules)
Gather Facts (communicate)
Agree on the REAL problem
Brain Storm Solutions
Negotiate a Solution
Be Calm, patient and have respect
Properly managed Conflict can have very good impact on the team

61. FROM CONCEPTS TO SKILLS
What Is a Skill?
The ability to demonstrate a system and sequence of behavior that is functionally related to attaining a performance goal.
No single action constitutes a skill.
Is a system of behavior that can be applied in a wide range of situations.
In aggregate, they form the competency base for effective supervision.

62. Critical for Supervisors
You are part of management
You support the organization and the wishes of your managers.
You are loyal to the organization.
You develop the respect of your employees, as well as your peers and boss.
You continually keep your skills and competencies up-to-date.

63. Critical for Supervisors
You are part of management
You have legitimate power
You direct the activities of others.
You have authority to act and to expect others to follow your directions.
Instead of the “iron fist,” you must develop interpersonal skills.

64. Critical for Supervisors
You are part of management
You have legitimate power
You’ll be supervising a diverse workforce
Be sensitive to their needs.
Recognize their different talents.
Be tolerant and empathetic to them as individuals.

65. Any Questions on Defining the Role of the Supervisor?

66. Wrap Up