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PowerPoint Presentation by Charlie Cook The University of West Alabama CHAPTER 1 Student Version © 2010 Cengage Learning. All Rights Reserved. May not.

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Presentation on theme: "PowerPoint Presentation by Charlie Cook The University of West Alabama CHAPTER 1 Student Version © 2010 Cengage Learning. All Rights Reserved. May not."— Presentation transcript:

1 PowerPoint Presentation by Charlie Cook The University of West Alabama CHAPTER 1 Student Version © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Supervisors Are Vital to Organizational Success

2 1.Describe a typical organizational pyramid and identify where supervisors are positioned in most organizations. 2.List the five functions of management and discuss the functions supervisors are most likely to be responsible for. 3.Identify and briefly explain various aspects of the supervisor’s role. 4.List essential skills and knowledge needed for a supervisor to be successful. 5.Identify trends impacting businesses and briefly explain the effect on supervisors. 6.Discuss organizational basics, including four characteristics common to all organizations and organizational charts. 7.Describe how a small company or entrepreneurial venture’s organizational structure and supervisory responsibilities may be different from those of a larger organization. 1.Describe a typical organizational pyramid and identify where supervisors are positioned in most organizations. 2.List the five functions of management and discuss the functions supervisors are most likely to be responsible for. 3.Identify and briefly explain various aspects of the supervisor’s role. 4.List essential skills and knowledge needed for a supervisor to be successful. 5.Identify trends impacting businesses and briefly explain the effect on supervisors. 6.Discuss organizational basics, including four characteristics common to all organizations and organizational charts. 7.Describe how a small company or entrepreneurial venture’s organizational structure and supervisory responsibilities may be different from those of a larger organization. Learning Objectives © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 1–2

3 © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.1–3 Supervisors and the Organizational Pyramid ManagementManagement  The process of working with and through others to achieve organizational objectives in a changing environment.  Supervisors are essential to any organization that depends on people to achieve success.

4 © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.1–4 Supervisors and the Organizational Pyramid (cont’d) Legal Definition of a Supervisor:Legal Definition of a Supervisor:  Any individual having authority, in the interest of the employer, to hire, transfer, suspend, lay off, recall, promote, discharge, assign, reward, or discipline other employees, or responsibly to direct them, or to adjust their grievances, or effectively to recommend such action, if in connection with the foregoing the exercise of such authority is not of a merely routine or clerical nature, but requires the use of independent judgment.

5 © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.1–5 Managers and Supervisors Top ManagementResponsibilities Chief executive officer (CEO) President Chief operating officer (COO) Chief financial officer (CFO) Senior vice president; vice president General manager Division head Strategic planning (one- to ten-year plans) Major financial and operational decisions Organization-wide personnel and human resource decisions Major public relations and marketing messages Overseeing major emergencies and crisis management events Middle ManagementResponsibilities Functional manager Product-line manager Department head Store manager Intermediate planning (six months to two years) Logistical and operational decisions Budget decisions Facilities planning Staffing and human resource decisions Handling isolated crisis management events

6 © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.1–6 Managers and Supervisors (cont’d) Lower ManagementResponsibilities Unit manager Branch manager Department supervisor First-line supervisor Shift manager or supervisor Team leader Project manager Operational planning (one week to one year) Meeting production goals/quotas Customer service Coordinating staffing and work schedules Personnel and job-assignment decisions Organizing training, orientation, and team-building activities Unit-level facilities/resource planning and purchasing Day-to-day and local crisis management Enforcing job safety regulations and accident reporting

7 © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.1–7 Managers and Nonmanagers Exempt EmployeesExempt Employees  Employees who are exempted from wage and hour laws in that they are not paid overtime. Nonexempt EmployeesNonexempt Employees  Employees who are covered by wage and hour laws that require the payment of overtime. U.S. Department of LaborU.S. Department of Labor  See how wage and hour laws are applied and enforced at: 

8 © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.1–8 1.Why do you think supervisors are important to organizations and their management structure? 2.Imagine that you work for a large retail store such as Best Buy or Home Depot and the company decides to eliminate all lower-level management positions. What do you think would be the impact on the employees and the customers?

9 © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.1–9 Managerial Functions and Supervisory Roles Managerial FunctionsManagerial Functions  General administrative duties that need to be carried out in virtually all productive organizations. Fayol’s Universal Management FunctionsFayol’s Universal Management Functions 1. Planning 2. Organizing 3. Commanding 4. Coordinating 5. Controlling

10 © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.1–10 Supervisors Play Many Roles Supervisory Roles and Responsibilities Coach Controller Leader Trainer Planner Scheduler Motivator Recruiter

11 © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.1–11 Essential Skills for Successful Supervisors Essential Supervisory Skills Political Skills Delegation Skills Computer/Technology Skills Emotional Intelligence and Self-awareness Communication Skills Entrepreneurial Thinking and Creativity Skills Decision-Making Skills Technical Skills Team-Building and Leadership Skills Administrative Skills Time Management Skills

12 © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.1–12 Globalization Outsourcing Off-shoring Technology Telecommuting, virtual offices, employee privacy Diverse Workforce Age, gender, ethnicity, Work experience Organizations and Supervisors Trends Impacting Organizations and Supervisors

13 © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.1–13 1.What are some of the characteristics described in Part 2. Description of the four distinct work groups that apply to your generation? 2.How should work expectations differ for each generation (see Part 3. Work performance expectations for these different groups)? What suggestions does the PAS website have for supervisors regarding work performance expectations? Age diversity creates opportunities and challenges for supervisors. To explore this concept further, answer the following questions after visiting Duke University’s Personal Assistance Service (PAS) website at ■ Select the Supervisor Resources link on the left-hand column ■ Select The Multigenerational Workplace link on the lower right ■ Review all five parts:

14 © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.1–14 The Supervisor’s Organizational World Coordination of Effort Hierarchy of Labor Common Goal or Purpose Division of Labor Common Characteristics of an Organization

15 © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.1–15 Organizational Charts Organizational ChartOrganizational Chart  A visual display of an organization’s official positions and formal lines of authority. Vertical HierarchyVertical Hierarchy  Another term for “chain of command.” Horizontal SpecializationHorizontal Specialization  Various divisions of labor across an organization.

16 © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.1–16 The Entrepreneurial Venture Characteristics of Entrepreneurial VenturesCharacteristics of Entrepreneurial Ventures  The business owner (founder) assumes multiple supervisory roles.  There are fewer resources available.  Individuals have greater responsibility.  Communication is frequent and informal.  Feedback is immediate.  Decisions are made more quickly.  There is greater organizational flexibility.

17 © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.1–17 TERMS TO UNDERSTAND chain of command coach common goal controller coordination of effort delegation diversity division of labor emotional intelligence entrepreneurial venture hierarchy of authority horizontal specialization leader management managerial functions motivator off -shoring organization organizational chart outsourcing planner recruiter scheduler supervisor trainer vertical hierarchy


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