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The Supervisory Challenge and Management Functions

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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

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