Skills for effective supervisionRobert L. Katz (1974) has suggested that

there are three types of skills required for effective management:

1. technical2.people3.conceptual

Technical skillsThese are the skills required to get the job done. Since training is such an important part of the supervisor’s role, it is essential that the supervisor be a skilled technician in all the areas they are managing. For example, it might he necessary for them to have skills in cooking, taking computer reservations, providing information, attending rooms, supervising children, providing nutritional advice and monitoring chemical levels in the hot tub. Supervisors who do not have the necessary technical skills find it hard to retain their credibility with staff. They need these skills for situations in which they have to assist others in the team and particularly for troubleshooting when there is a technical problem

People skillsIn leading a team, a supervisor needs to be sensitive to the needs of others, to communicate effectively and to bring the group together so that they can achieve mutually agreed goals. Listening, questioning, communicating clearly, handling conflicts, and providing support and praise are all people skills.

Conceptual skillsA supervisor does a lot of thinking, especially when planning or analysing why things aren’t going as expected. Decision-making and problem-solving are conceptual skills. For the supervisor, conceptual skills are necessary for reasonably short-term planning. Senior managers, on the other hand, require conceptual skills for long-term, strategic planning as they need to look at issues such as marketing several years ahead.In comparing frontline managers (supervisors) and senior managers, senior managers would need fewer up-to-date technical skills (for example, they wouldn’t need to know how modern cellar equipment works) but they would need vary good conceptual skills for such aspects of the job as long-term financial planning. Thus at different levels and in different occupations the mix of skills might be different.

Different mix of skills required by frontline managers and senior managers.

Using a similar model to Katz’s, Henry Mintzberg (1973) has suggested that the supervisor has three broad roles:

1. interpersonal (people skills)

2. informational (people and technical skills)

3.decision-making (conceptual)

Legal issues facing supervisors

A number of legal requirements have to be upheld by supervisors on behalf of their employers. For example, a bar supervisor must ensure that alcohol is served in the correct measure and that there is no substitution of inferior products.

The following legislation has implications for supervisors working in tourism and hospitality.

Trade Practices

This legislation is about providing the goods and services advertised.This is particularly relevant to the travel sector.

Industrial Relations

Meeting award and other contractual guidelines for pay and other conditions of work is part of the supervisor’s role. Limiting the length of shifts and providing breaks are examples. Employers should also adhere to statute laws relating to industrial relations, such as Equal Employment Opportunity and Unfair Dismissal legislation.

Occupational Health and Safety

Occupational Health and Safety legislation requires employers to provide a safe place of work and safe systems of work. The supervisor’s role is to ensure that safe systems of work are developed and enforced. Tools and equipment need to be checked for safety; keyboard operators must be provided with regular breaks and ergonomic furniture owing to the repetitive nature of their work.

Workers’ Compensation

Employees who are injured during their employment are entitled to workers’ compensation. The supervisor’s role is to minimise workplace accidents, primarily through preventative measures such as safety training, and to assist in the rehabilitation of workers when they return to work.

Liquor

Liquor legislation covers the sale of alcohol on licensed premises and outlines limitations such as hours and venues. Serving minors is illegal under this legislation. Responsible service of alcohol is an important issue for supervisors who need to provide their staff with training and support on this topic.

Food

Food acts require that food be prepared and handled in a hygienic way in order to prevent food poisoning. Staff training and the development of systems and procedures for safe food handling are proactive measures that should be implemented by supervisors working in the hospitality industry.

Insurance

Some insurances, particularly in the travel industry, are compulsory. One of the roles of the supervisor is to put in place procedures to keep the number of claims to a minimum which in turn results in reduced premiums.

Taxation

Employers are obliged to declare accurate business income and to deduct taxes from the wages and salaries of employees. Employees should not be paid in cash, without deducting tax, and tills should balance at the end of the trading period.

Anti-discrimination

Staff and customers cannot be subjected to discrimination on thebasis of such factors as sex or physical impairment. This is an important consideration for supervisors when selecting or promoting employees.

Ethical issues facing supervisors

Favouritism is one of the most common complaints about supervisors. Being consistent in handling staff is essential in order to avoid perceived inequity. Such inequity can arise from the amount of training or performance counselling given, from promotion of certain employees and from shifts allocated when rostering. Staff often see it as unfair if only some people are involved in conversations, or if only some are given information or attention. Ethical treatment of staff is fair treatment of staff and one of the surest ways for a supervisor to gain support and respect.

Another area, which is partly under the control of the supervisor, is allocation of staff. Where there are inadequate numbers of employees, everyone is placed under stress, especially if the supervisor promotes overbooking as a hedge against cancellations. Large numbers of casual and relatively untrained staff also add to stress levels at work. The issue of appropriate numbers of adequately trained staff is the most common dilemma for the supervisor if too many employees are allocated, management will certainly be unhappy about the labour cost!

Confidentiality is an important issue for the supervisor, made particularly complex when hotel staff suspect a guest might be acting illegally, such as being involved in drug dealing. An interesting issue concerning customer confidentiality appeared in the news recently. A resort had reportedly kept records of a guest’s activities which were later raised in a divorce case. The resort’s efforts to assemble marketing and other information about their guest had clearly gone beyond the bounds of personal privacy.

In the daily operation of tourism and hospitality establishments, supervisors are confronted with many legislative and ethical issues. A good knowledge of relevant legislation, and support in terms of policies, is invaluable in this regard. Supervisors in workplaces where such policies do not exist should discuss this issue with their superiors. Employer associations, such as the National Restaurant and Catering Association, the Australian Hotels Association or the International Association of Travel Agents (IATA), can provide invaluable legal advice to members.

SUMMARY

The five functions of all managers, including the frontline manager:

1. planning, 2. staffing, 3. organising. 4. directing 5. controlling.

Skills required for effective supervision

1. technical, 2. people3. conceptual.

The weighting of these skills would of course differ with seniority, the nature of the organisation (service or manufacturing) and the type of work involved.

Legal and ethical issues relevant to the supervisor have also been discussed