Modern supervision

Modern supervision

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  Concepts and Skills ModernSupervision By. Shaikh. Md. Shahinur Alam HR Professional, MBA-HRM, AUB; ICMC-IBA, DU 01712204694, [email protected]
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  Supervision: A HistoricalPerspective Types of Supervisory Skills General Functions of the Supervisor Responsibilities of the Supervisor Becoming a Supervisor Characteristics of a Successful Supervisor
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  A manager atthe first level of management which means the employees reporting to the supervisor are not managers. The Taft- Hartley Act embellishes this definition by indicating that a supervisor is “any individual having authority, in the interest of the employer, to hire, transfer, suspend, lay off, recall, promote, discharge, assign, reward or discipline other employees, or responsibility to direct them, or to adjust their grievances, or effectively to recommend such action, if in connection with the foregoing the exercise of such authority is not of a merely routine or clerical nature, but requires the use of independent judgment.” Many different kinds of organizations need supervisors. Supervisor
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  Frederick W. Taylor(1856–1915) is often referred to as the “father of scientific management.” Taylor believed that in order to improve efficiency, it is important to consider the best way in which a job could be completed. By applying scientific knowledge to the study of production, it was feasible to maximize efficiency. Supervisors Should Focus on Efficiency
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  Henri Fayol (1841–1925),a French industrialist, is often regarded as the pioneer of administrative theory. The ideas that he generated relative to general management principles are still considered to be important among contemporary thinkers. Mr. Fayol asserted that all managers have primary management functions to perform in organizations. More detailed information about these functions follows later. These functions include: • Planning—setting goals for an organization, and developing an overall strategy for achieving the goals. • Organizing—assigning tasks to specific members of the organization. • Leading—motivating the employees of the organization to achieve the tasks that were given to them, as well as handling conflicts as they arise. • Controlling—overseeing the various tasks that are being completed and ensuring that they are done in the expected manner. Supervisors Should Focus on Functions to Be Performed
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  Abraham Maslow (1908–1970),a pioneering psychologist who is perhaps the best-known contributor of the people focus, recognized that people have different sets of needs that are met in a hierarchical pattern. The most basic needs of any human being are physiological needs, such as food and shelter. Once those needs are met, then safety needs must be considered. Safety needs include security of job, family, health, and property. Because they deal directly with employees and have knowledge about an organization’s customers, supervisors emphasize a people orientation. This focus recognizes that the quality of an organization is often affected by the quality of interactions among its members. Supervisors Should Focus on People
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   Technical Skills-The Specialized Knowledge And Expertise Used To Carry Out Particular Techniques Or Procedures.  Human Relations Skills-The ability to work effectively with other People.  Conceptual skills- The ability to see the relation of the parts to the whole and to one another.  Decision-making skills-The ability to analyze information and reach good decisions TYPES OF SUPERVISORY SKILLS
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  Relative Importance ofTypes of Skills for Different Levels of Managers SUPERVISORY SKILLS
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  The typical manager’sactivities fall into three groups: Task-related activities: Efforts to carry out critical management-related duties, such as planning, setting objectives for employees, and monitoring performance. People-related activities: Efforts to manage people, such as by providing support and encouragement, recognizing contributions, developing employees’ skills, and empowering employees to solve problems. Change-related activities: Efforts to modify components of the organization, such as monitoring the environment to detect a need for change, proposing new tactics and strategies, encouraging others to think creatively, and taking risks to promote needed changes. Modern View of Management Skills
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  Planning-Setting goals anddetermining how to meet them. Organizing- Setting up the group, allocating resources and assigning work to achieve goals. Staffing- Identifying, hiring and developing the necessary number and quality of employees. Leading-Influencing people to act (or not act) in a certain way. Controlling- Monitoring performance and making needed corrections General Functions Of The Supervisor
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  Responsibilities Of TheSupervisor  Recognize the talents of each subordinate.  Share your vision of where the organization wants to go.  Treat employees with dignity and respect.  Conduct necessary meetings efficiently and ensure they accomplish their intended tasks.  Keep your staff informed and up to date.  Be accessible to those under your supervision.  Conduct periodic evaluations of your group’s progress.  Provide an opportunity for employees to evaluate you.  Praise your staff for their accomplishments.  Keep in touch with your industry.  Be able to perform the duties of those you supervise.
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    Responsibilities Of TheSupervisor  Keep a sense of humor.  Be fair.  Follow proper hiring practices.  Know the law as it applies to your company and your job.  Adhere to workplace safety rules and regulations.  Keep accurate employee records.  Avoid sexual harassment and discrimination based on gender, age, race, pregnancy, sexual orientation, or national origin.  Know how to fire an employee without violating his or her rights.
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    Responsibilities Of TheSupervisor
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   Characteristics Of ASuccessful Supervisor Environment Friendly Positive attitude Loyal. Fair Able to delegate