1. CHAPTER

2. McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. 1-2 Organizational Levels Operative Employees : Physically produce and organization’s goods and services by working on specific tasks. Supervisors: Part of the management team…oversees the work of operative employees and they are the only managers who don’t manage other managers.

3. McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. 1-3 Organizational Levels Middle Managers: All employees below the top management level who manage other managers. These managers are responsible for establishing and meeting specific departmental or unit goals set by top managers. Top Management: A group of people responsible for establishing an organization’s overall objectives and developing the policies to achieve those objectives.

4. McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. 1-4 The Management Process Management The process of getting things done, effectively and efficiently through and with other people. Process: is the primary activities that supervisors perform. Effectiveness: is doing a task right; goal attainment. Efficiency: is doing the task right; also refers to the relationship between inputs and outputs.

5. Supervisión y control de organizaciones M. En C. Eduardo Bustos Farías5 What Is Supervision? Supervision is the first level of management in an organization Supervisors do not do operative work, but see that it is accomplished through the effort of others

6. Supervisión y control de organizaciones M. En C. Eduardo Bustos Farías6 Who are Supervisors? A supervisor is the manager who serves as the link between operative employees and all other managers

7. Supervisión y control de organizaciones M. En C. Eduardo Bustos Farías7 Sources of Supervisory Talent The majority of supervisors are promoted from the ranks of operative employees. Officers of labor unions are sometimes chosen for their leadership abilities. Sometimes new college graduates are made supervisors after a brief training.

8. Supervisión y control de organizaciones M. En C. Eduardo Bustos Farías8 The Functions of Supervision Five functions of supervision are: Planning: determining the most effective means for achieving the work Organizing: distributing the work and arranging it so that it flows smoothly Staffing: obtaining and developing good people Leading: directing and channeling employee behavior Controlling: determining how well the work is being done compared to what was planned

9. Supervisión y control de organizaciones M. En C. Eduardo Bustos Farías9 The Functions of Supervision Four types of skills required of supervisors: –Technical: knowledge about machines, processes, and methods of production –Human relations: knowledge about human behavior and the ability to work well with people –Administrative: knowledge about the organization and how it works –Decision making and problem-solving: ability to analyze information and objectively reach a decision

10. Supervisión y control de organizaciones M. En C. Eduardo Bustos Farías10 Key Reasons For Supervisory Success Ability and willingness to delegate Proper use of authority Setting a good example Recognizing the change in role Desire for the job

11. Supervisión y control de organizaciones M. En C. Eduardo Bustos Farías11 The Changing Nature of the Supervisor’s Environment Changes in information availability 1.Increased use of computers and new technology makes more information available 2.New technology requires more training and higher skill levels for employees 3.More skilled employees require new approaches to motivation and leadership

12. Supervisión y control de organizaciones M. En C. Eduardo Bustos Farías12 The Changing Nature of the Supervisor’s Environment Changes in outlook toward the environment 1.Emphasis on quality of work life a.Safe and healthy working conditions b.Opportunity to use and develop individual capabilities c.Opportunity for personal and professional growth d.Work schedules, career demands, and travel requirements that do not regularly take up family and leisure time e.The right to personal privacy, free speech, equitable treatment, and due process

13. Supervisión y control de organizaciones M. En C. Eduardo Bustos Farías13 The Changing Nature of the Supervisor’s Environment Changes in workforce demographics Diversity of the workforce encompasses many different dimensions, including gender, race, religion, age, and types of disability

14. Supervisión y control de organizaciones M. En C. Eduardo Bustos Farías14 The Changing Nature of the Supervisor’s Environment Guidelines for managing diversity 1.Focus on observable behavior 2.Avoid stereotyping 3.Evaluate output, not input 4.Don’t make assumptions about nonstandard behavior 5.Provide feedback based on observations 6.Don’t tolerate non-behavioral assumptions from anyone 7.Test your own behaviors

15. Supervisión y control de organizaciones M. En C. Eduardo Bustos Farías15 Supervision: Key Link to Productivity The primary measure of a supervisor’s success is the productivity of the supervisor’s work unit

16. McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. 1-16 The Supervisor Key Tasks Motivate Employees Provide Feedback Resolve Performance Problems Align Employee Performance w/ Corp. Goals Maintain Effective Communication Keep Subordinates Informed Maintain workforce competencies Aid in the growth and development of subordinates.

17. McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. 1-17 The Supervisor Who is today’s supervisor? Boss, Overseer, Decision maker, Disciplinarian. Trainer, Advisor, Mentor, Facilitator, or Coach. Where do supervisors come from?

18. McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. 1-18 The Supervisor The Transition to supervisor is difficult, challenging, and ambiguous. Why ? People - Paperwork Problems