1. 1 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Supervising Office Employees Chapter 9

2. 2 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Factors That Determine Amount of Leadership Ability of Supervisors 2. Number of individuals for whom supervisor is responsible. 3. Nature of work performed by supervisors. 4. Background of subordinates. 1. Hierarchical level of supervisor. 5. Stability of work unit.

3. 3 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Leadership Is the ability to get things done through and with others.

4. 4 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Behavioral Theories of Leadership Leadership Styles Autocratic Approach Democratic Approach Laissez-faire Approach Leadership Orientation Achievement-oriented Supervision Subordinate-oriented Supervision

5. 5 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Autocratic Approach Supervisors make decisions without seeking the ideas, suggestions, or recommendations of their subordinates. Supervisors exert extensive control over the behavior and actions of their subordinates. Supervisors rarely deviate from the norm. Supervisors tend to be inflexible.

6. 6 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Situations in Which Autocratic Approach May Be Appropriate 2. A situation that requires an immediate decision. 3. A new employee who is unfamiliar with the tasks he or she is expected to perform. 4. An insubordinate employee. 1. An emergency situation.

7. 7 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Democratic Approach Supervisors make extensive use of the ideas suggestions, and recommendations of their subordinates. Supervisors often invite subordinates to participate in making decisions about situations that affect the subordinates; this is known as participative management.

8. 8 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Situations in Which Democratic Supervision is Well-Suited 1. Sufficient time is available to permit subordinate participation. 2. Significant pending changes require significant subordinate input. 3. Subordinates have a number of concerns they wish to express or have solved. 4. Situations or problems confronting the work group need to be resolved.

9. 9 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Management-by-Objectives (MBO) Makes extensive use of democratic processes. Employees and their supervisors jointly establish objectives about employees’ tasks. Progress toward objective achievement is periodically evaluated.

10. 10 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 MBO is Well-Suited in These Situations 1. Work group is well-educated. 2. Work group is self-motivated. 3. Work group is goal oriented.

11. 11 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Laissez-faire Approach Gives subordinates considerable freedom and provides little supervisory input.

12. 12 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Laissez-faire Approach is Well-Suited for These Situations 1. Work group is highly skilled. 2. Work group is well-educated. 3. Work group is comprised of a number of temporary or leased employees.

13. 13 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Leadership Orientation As a behavioral theory, examines the nature of the supervisor’s orientation toward subordinates. Achievement-oriented Supervisors Achievement-oriented Supervisors Mainly concerned about subordinates’ achieve- ments. Subordinate-oriented Supervisors Subordinate-oriented Supervisors Mainly concerned about subordinates’ welfare.

14. 14 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Situational Theory of Leadership Is based on the belief that the amount of leadership a supervisor should exert will vary from situation to situation. Some situations require extensive amounts of leader- ship; other situations require much less. Amount of leadership exerted ranges between boss- centered (autocratic) and subordinate-centered (democratic) extremes.

15. 15 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Functions of Supervision Planning Organizing StaffingDirecting Controlling

16. 16 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Planning Amount of time consumed by planning is generally directly related to the hierarchical level of the supervisor.

17. 17 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Organizing This function involves determining which subordinates are best qualified to perform certain tasks.

18. 18 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Staffing This function involves selecting new employees, orienting and training them, appraising them, etc.

19. 19 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Directing This involves leading, motivating, developing, and appropriately recognizing subordinate efforts.

20. 20 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Controlling This involves comparing actual results with anticipated results, using appropriate standards, and then taking corrective action when necessary.

21. 21 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Characteristics of Effective Supervisors Getting others to cooperate Listening to others Delegating responsibility Understanding subordinates Treating others fairly

22. 22 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Getting Others to Cooperate Is one of the most important characteristics of supervisors. Is often done by convincing them that higher management is dependent upon them. Is also accomplished when subordinates’ ideas are accepted and implemented.

23. 23 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Listening to Others Extent to which a supervisor is willing to listen to a subordinate is often related to the feelings the supervisor has about the subordinate. Good listening involves hearing what the subordinate is actually saying-not just what the supervisor wants to hear.

24. 24 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Active Listening is Generally More Effective Than Passive Listening In active listening, one “hears” the message as well as the feelings being communicated. In passive listening, one “hears” neither the message nor the feelings.

25. 25 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Delegating Responsibilities Is a critical skill of supervisors. Reasons Supervisors are Reluctant to Delegate 2. They find it easier to perform the tasks themselves than to teach someone else to perform them. 3. They want the tasks done their way, which might be different from the way the subordinates might choose to do them. 1. They believe they can perform the tasks more efficiently than those to whom they might delegate.

26. 26 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Delegation Guidelines 1. Select the appropriate person to perform the task to be delegated. 2. Select tasks that can be delegated. 3. Help the person to whom tasks have been delegated. 4. Make sure that work assignments are fully understood.

27. 27 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Understanding Subordinates Requires understanding a number of back- ground characteristics, including Ability to think Social traits Personality traits Character Work habits Relations with Others

28. 28 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Treating Others Fairly A perceived lack of fairness is as damaging to the supervisor-subordinate relationship as is actual lack of fairness. A lack of fairness often stems from the feelings the supervisor and subordinate have toward each other.

29. 29 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Building Teams Is an important role of supervisors. Benefits 1. Employees have greater control over their jobs. 2. Teams encourage individual creativity and use of creativity in solving a variety of work-related problems. 3. Teams give employees the feeling that they play a more significant role in determining what happens in the organization.

30. 30 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Special Skills of Supervisors Conceptual Human Technical Teaching Coaching Counseling Communication

31. 31 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Conceptual Skills Human Skills Technical Skills Enable supervisors to perceive quickly how one phenomenon may impact on another. Enable supervisors to work effectively with each subordinate in each situation. Enable supervisors to perform tasks their subordinates perform.

32. 32 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Teaching Skills Coaching Skills Counseling Skills Communication Skills Enable supervisors to train their subordinates. Enable supervisors to develop their subordinates. Enable supervisors to help subordinates in a variety of ways. Enable supervisors to relate well with their subordinates.

33. 33 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Supervisors have an important responsibility in helping employees plan their career goals. This involves helping subordinates Assess their strengths and weaknesses. Develop strategic plans to attain their goals. Put their plans into action.

34. 34 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Supervisors have a significant impact on getting their subordinates to behave ethically. Therefore, Supervisors must behave ethically themselves. Supervisors and subordinates can develop a code of ethics by which all employees are expected to live.

35. 35 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Supervisors play a significant role in reducing employee tardiness. Typically involves progressive penalties. Might involve rewarding employees for being punctual. Supervisors must themselves set a good example.

36. 36 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Supervisors play a significant role in controlling absenteeism. 10-20 percent of the workforce is responsible for 75-80 percent of the absenteeism. Some absenteeism is caused by a lack of job satisfaction. Personal day programs help reduce absenteeism. Some companies reward employees for having excellent attendance records.

37. 37 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Supervisors are involved in alcoholism and drug abuse programs. Supervisors are responsible for helping detect employees who have such addictions. New philosophy is to help employees get treatment while maintaining their employment status.

38. 38 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Supervisors are responsible for helping prevent subordinate stress and burnout. Technostress, resulting from the introduction of technology into employees’ work, is of increasing concern.

39. 39 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Suggestions That Help Employees Deal With Stress 1. Develop an appropriate attitude toward work and life in general. 2. Take an unpaid leave of absence. 3. Transfer to a less stressful position. 4. Join a therapy group. 5. Seek professional counseling. 6. Take advantage of opportunities for physical activities. 7. Take advantage of vacation time.

40. 40 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Supervisors are responsible for assuring employees are not sexually harassed. Supervisors must know what constitutes harassment. Supervisors must also know the provisions of federal and any existing state laws that make sexual harassment illegal.

41. 41 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Supervisors are responsible for dealing with multicultural issues. Organizations are increasingly becoming multi- cultural. Multicultural training is accomplished by: 2. Engaging in self-study. 3. Enrolling in courses dealing with multicultural diversity. 4. Discussing relevant issues with others. 1. Attending seminars/workshops dealing with this topic.

42. 42 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Disciplining subordinates is an important role of supervisors. Organizations generally design a process that results in the application of uniform and appropriate action taken against subordinates. Disciplinary interviews may be an important component of the disciplinary process.

43. 43 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Supervisors are also involved in the termination process. Employees are terminated for a variety of reasons: 1. Inadequate performance. 2. Misconduct. 3. Inability to perform job duties. 4. Job elimination. Any employment conditions (such as contracts) must be considered in the termination process. Any employment conditions (such as contracts) must be considered in the termination process.

44. 44 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 At-Will Hiring An employee is hired to work for an indefinite length of time, and he or she has no employment rights specified in an employment contract, civil service regulations, or a collective bargaining agreement. Therefore, an employee can quit at will; he/she can be terminated at will. At-will termination has generally been replaced with just-cause termination. At-will termination has generally been replaced with just-cause termination.

45. 45 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Just-cause Termination Is a process that necessitates undertaking alternative actions to avoid having to discharge an employee.

46. 46 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Workplace Violence Preferred means of dealing with workplace violence is to diffuse situations before they are likely to result in workplace violence.

47. 47 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Workplace Violence Can be either physical or verbal in nature.

48. 48 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Some Causes of Workplace Violence Personal and workplace stress. Offensive communication style used by some managers or supervisors. Tendency of some managers or supervisors to allow their subordinates to fail. Failure of some managers or supervisors to deal with situations affecting subordinates.

49. 49 Administrative Office Management, 8/e by Zane Quible ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ 07458 Supervisors are responsible for work with unions when the organization is unionized. Supervisors must understand various provisions of the labor agreement, including Duration of the agreement Union security Management prerogatives Wages and hours Promotions, layoff, and recall Discipline of members Grievances Strike clauses