Transcript The Supervisory Challenge and Management Functions

Chapter
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
Learning Objectives
1. Explain the demands and
rewards of being a supervisor.
2. Identify and discuss the major
demographic and societal trends
that will affect supervisors.
3. Summarize the challenges
supervisors face in fulfilling
managerial roles.
1-2
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.
1-3
Definition of a Supervisor
Supervisor:
first-level manager in charge
of entry-level and other
departmental employees
1-4
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
1-5
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
1-6
The Management Hierarchy
1-7
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
1-8
Factors and Trends
Affecting the Supervisor
• Educational preparation
• Occupational and industry trends
• Changing technology and business
conditions
• Global challenges
• Work scheduling and employment
conditions
1-9
Factors and Trends
Affecting the Supervisor
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Corporate culture and ethical conduct
Other governmental and societal issues
Workplace incivility and difficult people
Empowerment and employee
participation in decision making
1-10
Diversity
Diversity:
Differences in culture, ethnic
background, gender, age,
educational level, race, and
lifestyle characteristics among
employees.
1-11
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
1-12
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
1-13
The Person in the Middle
Manager
Supervisor
Subordinate
1-14
Two Primary Requirements
Effective supervisors must have:
• Working knowledge of jobs being
performed
• The ability to run the department
1-15
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.
1-16
Need for a Variety of Skills
• Technical skills
• Human relations
skills
• Administrative
skills
• Conceptual skills
• Political skills
• Emotional
intelligence skills
1-17
Learnable Skills
Managerial skills can be learned and
developed with:
•Time
•Effort
•Determination
•Proper tools
•Practice
1-18
Functions of Management
Management:
The process of getting
things accomplished
with and through
people by guiding and
motivating their efforts
toward common
objectives
1-19
Functions of Management
Enabler:
The person who does the things
necessary to enable employees to
get the job done
1-20
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
1-21
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
1-22
The E-Z Route for
Supervisory Success
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Enable
Excellence
Educate
Equip
Encourage
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Empower
Excite
Engage
Empathize
Exalt
1-23
The Continuous Flow of
Managerial Functions
1-24
Managerial Functions Relative to
Time and Position
1-25