1. SUPERVISORY MANAGEMENT
PRESENTED BY:
Lloyd Pascoe
Trainer

2. GROUND RULES Positive Attitude Confidential Safe Environment Punctual
No Jokes at the
Expense of others
Constructive

3. GROUND RULES

4. ICE BREAKER

5. Knowledge
Discuss their roles, responsibilities and competencies as supervisors
Identify the relevant range of skills required to succeed at the supervisory level
Explore the supervisory challenges presented by the diverse workforce of the 21st century

6. Performance
Utilise tools for effectively managing emotions in self and others
management strategies to help boost morale
Manage selected challenges faced by supervisors
Apply tools and techniques for dealing with supervisory challenges

7. Attitudes
Embrace their roles and responsibilities as supervisors
Commit to applying newly acquired self management strategies for a more healthy and productive lifestyle and work relationships.

8. Who are Supervisors? Operative Employees Middle Management Supervisors
Top
Management
Middle Management
Supervisors
Operative Employees

9. A supervisor is…
A first-line manager
Provider of detailed instructions concerning work activities
Provider of necessary resources so that the work is done successfully
Facilitator towards the attainment of organisational goals

10. But that’s the traditional view
CONTEMPORARY VIEW
On the coloured sheets provided, write one (1) word that would describe supervisors

11. Motivator
Adviser
Coach
Mentor
Counselor
Trainer
facilitator

12. What is supervisory management?

13. “It is the process of achieving desired results through utilisation of human, material and other resources”

14. responsiveness to customers constant innovation
Modern Management can be defined as having an obsession with:-
responsiveness to customers
constant innovation
building of partnership
leadership that loves change
Instilling, sharing and inspiring vision
having simple support systems aimed at measuring performance.

15. Why is this important?

16. The challenge is very real !

17. Employee don’t leave companies they leave people.

18. 3 Key Drivers of Employee Engagement
Relationship with direct Manager
Belief in Senior Leadership
Pride in Working for the Company

19. How do you know when your direct reports are engaged?

20. 4 Traits Engaged Employees Exhibit
Enthusiasm
Empowered
Inspired
Confident

21. The Role of a Supervisor

23. Leading – 51%
Motivating employees
Directing activities of others
Selecting the most effective communication channels
Resolving conflict among employees
Controlling – 10%
Putting in place structures to ensure compliance
To see to the smooth management of the organisation
Monitoring and evaluating employee performance

24. Planning – 15%
Short-term, tactical planning
Scheduling departmental workload
Organising – 24%
Allocating resources
Determining tasks to be done, how they are to be done, to whom they are to assigned so that activities can be accomplished as planned
How tasks are to be groups

25. Supervisor’s Roles

26. Supervisor’s Roles Be Prescriptive
Expectations and demands placed on the supervisor by employees, peers, superiors, family and friends, as well as organization influences such as policies, procedures, job descriptions, union contracts, etc.
Manage Conflict
Occur when conflicting and contradictory demands are made on supervisors.

27. Supervisor’s Roles Avoid Ambiguity
Occur when supervisor is not sure of the role he or she is to play, resulting from unclear or non-existent job descriptions, orders, rules, policies, or procedures.
Encourage Performance
Successful organizations clearly prescribe roles and create environments that support and encourage employees to perform their roles as prescribed.

28. Training and developing employees
Ensure sufficiently trained employees in the different aspects of the work
Facilitate in critical development of workers
aid multi-skilling
ensures continuity in the organisation
Training allows the employee to make decisions at the point of operation
Training and development helps the employees to develop self-worth

29. Delegation of duties
organised transfer of certain duties from a supervisor or subordinate to an employee with the capacity to perform such duties
Delegation is done to release the supervisor from simpler duties so as to concentrate on more complex tasks or to ease the load of a particular employee

30. Recogniser of talent
The supervisor should have an eye out to spot talented employees and plan for their development in terms of:
Training
Acting in a position
Special assignments
Mentoring and coaching

31. Counsellor
Seek to find out troubling concerns of employees and see how best these concerns can be resolved. This can be done by giving them:
Problem solving skills
Coping skills
Self assessment skills, etc

32. Provider of performance feedback
Evaluate employees
Give them helpful feedback on their performance
Ensure that there are avenues there for them to upgrade themselves
Point them to other sources outside of the organisation that can be of assistance to them
Work with your employee

33. Maintaining ethical standards
The supervisor him/herself should uphold the ethical principles of the organisation.
must be a model for employees and fellow colleagues
ensuring that employees adhere to the established code of ethics

34. Supervisor’s Responsibilities in the Organisation

35. A Supervisor’s Responsibilities to:
Employees
Peers
Superiors
Customers
Self

36. Responsibilities to customers
Taking personal care of customer/client
Meeting customers specification and demand in terms of quality of service/product, timing, quantity
Handling complaints quickly and totally and inform them of the outcome.

37. Responsibility for self-development
Constantly analyzing and attempting to improve self in terms of :
Self-control
Analytical ability
Personal appearance
Ability to instill confidence within employees
Leadership and initiative
courtesy

38. Responsibility for self-development
Assuming membership and actively participating in professional organizations
Preparing academically and /or in terms of training and development for current and future positions
Developing an effective time management programme in which all resources, including time, are efficiently used to achieve personal and professional goals.

39. SUPERVISORY COMPETENCIES/SKILLS

40. Variations in Competency Demands
Top
Middle
Supervisory
Technical
Interpersonal
Conceptual
Level in Management
Management Competencies
Robert L. Katz, “ Skills of an Effective Administrator, Harvard Business Review (Sept. – Oct. 1974)

41. Technical Competence is the ability to apply
specialized knowledge or expertise:
To the tasks of the unit
To teach the skill to employees
To coach employees
To use procedures and techniques
coordinating and integrating the various tasks of the unit
costing work and preparing budget

42. Interpersonal Competence is the ability to work with, understand and motivate people:
Communicate effectively
Listen
Deal with conflicts
Motivate employees
Counsel employees
Discipline their employees

43. Interpersonal Competence is the ability to:
Handle grievance
Interview people
Evaluate employee performance
Provide feedback about employee job performance and behaviour

44. Conceptual Competence is defined as the mental ability:
to analyze and diagnose complex situations
to see the organization as a whole and the relationship among its parts which involves:
Thinking
Information processing
know where one’s department fits into the total organization and how the organization fits into the industry, the community, and the broader business environment

45. Conceptual Competence is having the ability to:
Plan
To analyze situations and to find solutions to existing concerns
To be creative and innovative
Have the aptitude to share ideas

46. The Supervisor’s Changing World

47. Supervisor’s Changing World
Demographic trends are making finding, hiring, and supervising employees more challenging
Most workforce is fast becoming older and more multiethnic
Nontraditional Workers
independent contractors who work on specific projects — moving on once the projects are done

48. Supervisor’s Changing World
Balancing the needs of:
Generation Y to 2002
want fair and forthright supervisors who are highly engaged in their employees’ professional development
seek out creative challenges and view colleagues as resources from whom to gain knowledge
want small goals with tight deadlines so they can build up ownership of tasks
Generation X to 1976

49. Supervisor’s Changing World
More globalization means more competition, and more pressure to be “world-class”
To lower costs
To make employees more productive
To do things better and less expensively

50. Supervisor’s Changing World
Diversity at work
…means having a workforce composed of two or more groups of employees with various racial, ethnic, gender, cultural, national origin, handicap, age, and religious backgrounds,

51. Diversity at work

52. Supervisor’s Changing World
You will find yourself supervising many different groups!
Gender
Religion
People with disabilities
Racial and ethnic groups
Older and younger workers

53. Table Discussions
What do these developments and changes all mean for what supervisors must know to be successful today?

54. strong leadership skills
What these changes mean for Supervisors
strong leadership skills
earn personal respect and hone your leadership and coaching skills to influence and motivate your employees
supervise in a diverse, multicultural workplace
strong Leadership Skills

55. Gender-role stereotypes
Diversity can produce problems that undermine collegiality and cooperation
Stereotyping
Discrimination
Tokenism
Ethnocentrism
Gender-role stereotypes

56. What These Changes Mean for Supervisors?
You’ll need world-class basic supervisory skills
Planning and setting goals
Organizing jobs and work
Interviewing and screening employees
Appraising and managing performance