Chapter

1The 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

1-2

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.

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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.

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Definition of a Supervisor

Supervisor:

first-level manager in charge of entry-level and other

departmental employees

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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

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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

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The Management HierarchyThe Management HierarchyThe Management HierarchyThe Management Hierarchy

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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

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Factors and Trends Affecting the Supervisor

• Educational preparation

• Occupational and industry trends

• Changing technology and business conditions

• Global challenges

• Work scheduling and employment conditions

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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

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Diversity

Diversity:Differences in culture, ethnic

background, gender, age, educational level, race, and

lifestyle characteristics among employees.

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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

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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

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The Person in the MiddleThe Person in the Middle Manager Supervisor

Subordinate

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Two Primary RequirementsTwo Primary Requirements

Effective supervisors must have:

• Working knowledge of jobs being performed

• The ability to run the department

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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.

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Need for a Variety of SkillsNeed for a Variety of Skills

• Technical skills

• Human relations skills

• Administrative skills

• Conceptual skills

• Political skills

• Emotional intelligence skills

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Learnable SkillsLearnable Skills

•Time

•Effort

•Determination

•Proper tools

•Practice

Managerial skills can be learned and developed with:

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Functions of Management

Management:The process of getting

things accomplished with and through

people by guiding and motivating their efforts

toward common objectives

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Functions of Management

Enabler:

The person who does the things necessary to enable employees to

get the job done

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Functions of ManagementFunctions 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

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Functions of ManagementFunctions 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

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The E-Z Route for Supervisory SuccessThe E-Z Route for

Supervisory Success

• Enable

• Excellence

• Educate

• Equip

• Encourage

• Empower

• Excite

• Engage

• Empathize

• Exalt

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The Continuous Flow of Managerial Functions

The Continuous Flow of Managerial Functions

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Managerial Functions Relative to Time and Position

Managerial Functions Relative to Time and Position