Introduction to Basic Supervision

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Introduction to Basic Supervision
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Supervisor, Manager, Leader

• Supervision deals with individuals and tasks
• Management deals with groups and priorities
• Leadership deals with strategic issues

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The Role of the Supervisor

• Establish the climate of human relationships at
  the department level.
• Shape the attitudes that motivate employees
  toward better performance.
• Interpret and apply policies, work
  specifications, and job orders.
• Train new employees and instruct long-term
  employees to work effectively and safely.
• Counsel and discipline employees.
• Initiate or recommend personnel actions such as
  promotions, transfers, pay increases, and
  discharges.
• Plan and maintain time and work schedules.
• Adjust and improve work procedures, using
  knowledge of machine and equipment capacities.
• Take necessary steps to secure the good quality
  of products and services for which the supervisor
  is responsible.
• Coordinate the activities of the department in
  such a way that its goals are met economically.

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Supervisory Styles
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Autocratic Style

• Task and procedure-oriented
• Closed communication and secretive with
  information
• Believes people do not like to work and generally
  avoid responsibility
• Believes people are motivated by fear of
  punishment
• Places emphasis on control, procedures, and
  techniques for telling people what to do
• Works best with Dependent, new, or
  inexperienced workers

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Mixed Style

• Mixture of characteristics from both groups with
  degree depending upon placement on the scale

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Participative Style

• People-oriented
• Open and direct communication
• Believes people find work satisfying and
  generally seek responsibility
• Emphasis is on nature of relationships and
  creation of an environment which encourages
  support for company goals
• Group decision making
• Works best with Independent, self-reliant,
  experienced workers

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Management Styles
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Types of Management

• Tough Guy -
• Theory X management
• Nice Guy
• Theory Y management

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Ideal Compromise

• Good managers realize that they dont have to
  be tough guys all the time and nice guys often
  finish first.
• Source Managing for Dummies

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Leadership
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Characteristics of Successful Leaders

• Ability to develop potential
• Ability to establish and communicate goals
• Positive assumptions of others potential
• Commitment to excellence
• Focus on human aspects of task

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Leadership Functions

• Improve individual performance
• Develop teamwork and team support
• Manage change or encourage innovation
• Build mutually productive, collaborative
  relationships
• Encourage involvement and initiative
• Develop in others increased vision and commitment
  to goals

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Facilitative Leaders.

• Lead
• Facilitate
• Coach
• Team Leader
• Change Agent

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Seven (7) Practices of Facilitative Leadership

• 1.    Bring out the best in others
• 2.    Share an inspiring vision
• 3.    Focus on Results, process and relationships
• 4.    Seek maximum appropriate involvement
• 5.    Model behaviors that facilitate
  collaboration
• 6.    Design pathways to action
• 7.    Celebrate accomplishments

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How to Keep Your Good Employees

• Vary daily tasks
• Assign special projects
• Solicit suggestions and implement where possible
• Cross-train

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Your EnvironmentHow Would You Like to Work for
You?

• Do I provide my employees a comfortable
  workspace?
• Am I easily accessible to my employeesopen door
  policy?
• Do I offer flexible work hours when needed?
• Do I prepare my employees for changes that will
  affect them?
• Do I treat all employees as equals and with
  consistency?
• Do I allow workers flexibility in how they do
  their jobs?
• Do I provide opportunities for stress reduction?

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Giving Recognition

• Problems
• Employees arent frequently told how they are
  doing.
• Managers comments to employees are often
  neutral or
• negative.

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Two Ways to Reward and Motivate

• Give something pleasant
• Take away something unpleasant.

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Giving Recognition

• Encourages people to repeat behaviors that lead
  to the right results.
• Builds self-esteem and confidence.
• Helps people stay centered in an ever changing
  work environment.

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Giving Recognition

• Promotes a sense of belonging
• Builds pride in individual and group
  accomplishments

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Key Actions

• Identify an opportunity for giving recognition.
• Describe behavior as immediately and as
  specifically as possible.
• State how the behavior made a difference to you
  and to the organization.

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Managing Conflict in the Workplace
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• Principles
• Conflict is normal.
• Conflict can be desirable when controlled.
• Uncontrolled conflict is costly.

• Costs
• Time
• Productivity
• Harmony
• Team Atmosphere
• Your Image

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How to Handle Conflicts Quickly and Effectively

• Deal with the conflict immediately.
• Identify the source of the problem.
• Handle it face-to-face.
• Consider the personality traits involved.
• Ask for input and proposed solutions.
• Avoid emotionsuse logic.
• Schedule a follow-up meeting.

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Delegation
Delegation is an essential part of any managers
job. Understanding the advantages, traps, and
guidelines of delegation can make this role more
comfortable and more effective for you.
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Why should you delegate?

• Develop employees.
• Gives you, the manager, time to do other tasks.
• Improves productivity.

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Delegation Considerations

• Consider abilities and available
  resourcescapitalize on employees strengths.
• Delegate tasks requiring skills employees are
  expected to have.
• Delegate complete projects.
• Consider job posting.

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• When delegating, give your employees both the
  responsibility and authority to complete the task.

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Common Traps in Delegating Work

• Too much control
• Not enough follow-up
• Lack of direction
• Lack of recognition

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Guidelines for Successful Delegation

• Tell them what you expectspecifically.
• Prioritize responsibilities.
• Check for understanding.
• Ask for a verbal commitment.
• Schedule periodic checkpoints to hold employees
  accountable and give feedback.

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Communication
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Effective communication is a passing of
information between one person and another that
is mutually understood and results in the other
person behaving in a manner which demonstrates
his/her understanding
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Communication in a Diverse Team

• Treat each person as an individual.
• Only judge a person on his or her merits.
• Avoid thinking in terms of us and them.
• Focus on what people do, not what they look like
  or what they believe in.

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What Motivates Employees?

• Employers Think
• 1.
• 2.
• 3.
• 4.
• 5.
• 6.

• Employees Say
• 1.
• 2.
• 3.
• 4.
• 5.
• 6.