1. The Supervisory Challenge and Management Functions
Supervision:
Concepts and Practices
of Management,
Second Canadian Edition
Hilgert, Leonard,
Shemko, and Docherty
© 2005 by Nelson, a division of Thomson Canada Limited

2. Learning Objectives
Explain the demands and rewards of being a supervisor.
Identify and discuss the major demographic and societal trends that will affect supervisors.
Summarize the challenges supervisors face in fulfilling managerial roles.

3. Learning Objectives
4. Explain why effective supervisors should possess a variety of skills.
5. Define management and discuss how the primary managerial functions are interrelated.

4. Definition of a Supervisor
first-level manager in charge of entry-level and other departmental employees

5. The Rewards Satisfaction in working with motivated employees
More status and a higher salary
Authority to make decisions and manage
Rewards from higher management
Opportunity for professional and personal growth

6. The Demands Longer hours, often without additional pay
Transition from peer group is sometimes difficult
Interruptions, crises, problems, and complaints
Spend much time obtaining, interpreting and giving information
Conflicting demands and shifting priorities

7. The Management Hierarchy

8. Factors and Trends Affecting the Supervisor
Population and workforce growth
Changing age patterns
Women in the workforce and related issues
Growth of racial minorities in the workforce
Opportunities for women and minorities

9. Factors and Trends Affecting the Supervisor
Educational preparation
Occupational and industry trends
Changing technology and business conditions
Global challenges
Work scheduling and employment conditions

10. Factors and Trends Affecting the Supervisor
Corporate culture and ethical conduct
Other governmental and societal issues
Workplace incivility and difficult people
Empowerment and employee participation in decision making

11. Diversity
Diversity:
Differences in culture, ethnic background, gender, age, educational level, race, and lifestyle characteristics among employees.

12. A Changing Workforce Flextime—employees choose work schedule
Job sharing—two or more employees share a single job
Telecommuting—employee works at home using a computer and model
Glass ceiling—invisible barrier to advancement for women and minorities
Underemployment—situation in which people hold jobs that don’t utilize their skills, knowledge, or abilities

13. A Changing Workforce
Contingent worker—part-time, temporary, or contract employee who works dependent on an “as needed” basis
Two-tier wage system—paying new employees at a lower rate than more senior employees
Corporate culture—set of shared purposes, values, and beliefs that employees hold about their organization
Participative management—allowing employees to be involved in organizational decision making

14. The Person in the Middle
Manager Supervisor Subordinate

15. Two Primary Requirements
Effective supervisors must have:
Working knowledge of jobs being performed
The ability to run the department

16. Managerial Skills Make The Difference
The difference between a good supervisor and a poor one, assuming that their technical skills are similar, is the difference in their managerial skills.

17. Need for a Variety of Skills
Technical skills
Human relations skills
Administrative skills
Conceptual skills
Political skills
Emotional intelligence skills

18. Learnable Skills Managerial skills can be learned and developed with:
Time
Effort
Determination
Proper tools
Practice

19. Functions of Management
The process of getting things accomplished with and through people by guiding and motivating their efforts toward common objectives

20. Functions of Management
Enabler:
The person who does the things necessary to enable employees to get the job done

21. Functions of Management
Planning — determining what should be done
Organizing — arranging and distributing work among members of the work group to accomplish the organization’s goals
Staffing — the task of recruiting, selecting, orienting, training, appraising, promoting, and compensating employees

22. Functions of Management
Leading – the managerial function of guiding employees toward accomplishing organizational objectives
Controlling – ensuring that actual performance is in line with intended performance and taking corrective action if necessary

23. The E-Z Route for Supervisory Success
Enable
Excellence
Educate
Equip
Encourage
Empower
Excite
Engage
Empathize
Exalt

24. The Continuous Flow of Managerial Functions

25. Managerial Functions Relative to Time and Position