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Transcript of Chapter 1 The Supervisory Challenge and Management Functions Supervision: Concepts and Practices of...
![Page 1: Chapter 1 The Supervisory Challenge and Management Functions Supervision: Concepts and Practices of Management, Second Canadian Edition Hilgert, Leonard,](https://reader035.fdocuments.in/reader035/viewer/2022081418/56649c8a5503460f94943ea0/html5/thumbnails/1.jpg)
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
![Page 2: Chapter 1 The Supervisory Challenge and Management Functions Supervision: Concepts and Practices of Management, Second Canadian Edition Hilgert, Leonard,](https://reader035.fdocuments.in/reader035/viewer/2022081418/56649c8a5503460f94943ea0/html5/thumbnails/2.jpg)
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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1-3
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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1-4
Definition of a Supervisor
Supervisor:
first-level manager in charge of entry-level and other
departmental employees
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1-5
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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1-6
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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1-7
The Management HierarchyThe Management HierarchyThe Management HierarchyThe Management Hierarchy
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1-8
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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1-9
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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1-10
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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1-11
Diversity
Diversity:Differences in culture, ethnic
background, gender, age, educational level, race, and
lifestyle characteristics among employees.
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1-12
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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1-13
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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1-14
The Person in the MiddleThe Person in the Middle Manager Supervisor
Subordinate
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1-15
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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1-16
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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1-17
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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1-18
Learnable SkillsLearnable Skills
•Time
•Effort
•Determination
•Proper tools
•Practice
Managerial skills can be learned and developed with:
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1-19
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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1-20
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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1-22
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