1. Supervision Today! 6th Edition Stephen P. Robbins David A. DeCenzo Robert Wolter

2. Chapter 1 SUPERVISION DEFINITIONS

3. Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. 3 Chapter Outcomes Explain the difference among supervisors, middle managers, and top management. Define supervisor. Identify the four functions in the management process. Explain why the supervisor’s role is considered ambiguous. Describe the four essential supervisory competencies. Identify the elements that are necessary to be successful as a supervisor.

4. Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. 4 EXHIBIT 1–1 Levels in the traditional organizational pyramid.

5. Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. 5 Supervisors can be called… Assistant manager Department head Head coach Team leader Shift leader/captain Foreman

6. Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. 6 EXHIBIT 1–2 Efficiency versus effectiveness.

7. Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. 7 EXHIBIT 1–3 Management functions.

8. Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. 8 Traditional role Overseer Disciplinarian Enforcer of policy “Do as I say, not as I do” mentality

9. Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. 9 Today’s role Trainer Adviser Mentor Facilitator Coach

10. Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. 10 More roles Key person Person in the middle Just another worker Behavioral specialist

11. Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. 11 Why promote from within? Know the operation Understand the organization Know the employees Have prior experience on which to make decisions Employee motivator

12. Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. 12 Why is supervising so difficult? Constant problem solving Simultaneous problems Constant interruptions Judged on ability to motivate others Time consuming communication activities Usually promoted from peer group Value of technical expertise minimized Counseling employees Providing leadership

13. Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. 13 Required competencies Technical Interpersonal Conceptual Political

14. Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. 14 EXHIBIT 1–4 How competency demands vary at different levels of management.