1. Supervision in the Hospitality Industry Applied Human Resources Fifth Edition Jack E. Miller, John R. Walker, and Karen Eich Drummond Copyright John Wiley & Sons, Inc. 2007

2. 2 The Supervisor’s Role Obligations and Responsibilities Functions of Management Theories of People Management Managerial Skills Chapter One: The Supervisor as Manager

3. 3 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 service Meeting the needs of the employees = production, motivation and stimulation

4. 4 Types of Supervisors and Employees:  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. If they spend 50% + of their time managing 2 + employees under federal law they are paid $1000 or more per month (depending on the state). A Working Supervisor is a supervisor that performs tasks of hourly employees. Their focus is on work rather than workers. A First-line supervisor manages hourly employees. Their focus is on supervision.

5. 5 An Organizational Chart may be used to show:  Staff Functions (advisors)  Line Functions (associates directly involved)  Lines of Authority (power to make decisions)  Lines of Responsibilities (obligations to carry out)

6. 6 Obligations and Responsibilities of a Supervisor : The Supervisor in the middle has obligations to owners, customers, and employees.

7. 7  Owners: To make their enterprise profitable, oversee and follow their system (leave it alone, as long as its legal and moral).  Guests: Treat them well and they will come back. Repeated 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.

8. 8 Boomerang Management Boomerang management occurs when a manager reverts from management point of view to a worker’s point of view. A result of being “lonely on the sideline”.

9. 9 The Functions of Management Theory Planning Organizing Staffing Leading Controlling and Evaluating Coordination Problem Solving Representing  This Theory is useful in a crisis but must be adapted to the situation at hand: known as flex style of management.

10. 10 Scientific Management This theory stems from the work of Frederick Taylor. Its goal emphasizes the increase of productivity in factories. It has four features: 1.Standardization of work procedures and methods 2.Careful selection of people 3.Complete and constant supervision 4.Incentive pay In addition to this theory Frank Gilbreth added the idea of work simplification.

11. 11 The Human Relations Theory An outgrowth of Hawthorne plant of Western Electric Co. Focus shifted from work to people: emphasizes the importance of workers as individuals Theme was happy employees = productivity (*unfortunately this is not always the case)

12. 12 Participative Management Employees participate in decisions that concern them. Employees become more objective and share concerns and objectives of management. “Management by Communication”

13. 13 Humanistic Management A combination of scientific, human relations, and participative systems Adapted to the needs of the situation, workers, and supervisor.

14. 14 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

15. 15 Personal Skills and Qualities Self management Strong self image Believe in employees Flexibility and creativity High energy levels Able to work under pressure

16. 16 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.