Supervisory Development Course Track 1
Transcript of Supervisory Development Course Track 1
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Supervisory Development Course Track 1
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Supervisory Development Course Track 1
Types of Stress
• Distress
• Neutral
• Eustress
Physical + Psychological Demands = STRESS
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Supervisory Development Course Track 1
Stress is a reaction to change
• A chronically high level of mental arousal and bodily tension that exceeds a person’s capacity to cope.
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Supervisory Development Course Track 1
Effects of Stress
Physiological
Emotional
Behavioral
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Supervisory Development Course Track 1
An EFFECTIVE person is one who can cope successfully with STRESS
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Supervisory Development Course Track 1
JOB BURNOUT results from constant mental and physical fatigue.
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Supervisory Development Course Track 1
Stages of Job Burnout
• Confusion
• Frustration
• Helplessness
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Supervisory Development Course Track 1
Stressors Related to Work
P
O
I
S
S
O
hysical environment
rganization
nteraction
kills
urselves / our personality
ature of your jobNocial demands / pressures
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Supervisory Development Course Track 1
To manage stress …
is to keep stress level within the optimal range for performance and well being.
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Supervisory Development Course Track 1
At high level of stress, performance is low
Because Stress impairs physical and intellectual functioning.
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Supervisory Development Course Track 1
Coping Skill …
a way of adapting to stress.
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Supervisory Development Course Track 1
Ways to Decrease Stress
D
R
I
V
evelop a support network
E
eplace negative thought with positive self-talk
ndulge in physical fitness program
isualize and learn relaxation techniques
nsure proper nutrition
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Supervisory Development Course Track 1
Strategies to Minimize Negative
Consequences of Stress
Change the situation
Change yourself
Creatively live with it
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Supervisory Development Course Track 1
To fight Your Poisons You Must
Recognize them
Separate the issue
Consider your degree of control
Prioritize and set goals
Plan and implement
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Supervisory Development Course Track 1
“Stress is a fact of life, but need not be a way of life.”
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Supervisory Development Course Track 1
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CHANGES AND TRANSITIONS
Becoming an effective SUPERVISOR is
a PROCESS.
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CHANGES AND TRANSITIONS
“A journey of a thousand
miles begins with a single
step.”
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CHANGES AND TRANSITIONS
YES
!
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CHANGES AND TRANSITIONS
Some reasons why people REFUSE promotion:
•PREPAREDNESS
•PRIORITIES
•PEACE & ORDER
•PLACE OF ASSIGNMENT
•PESO or PERA
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CHANGES AND TRANSITIONS
In deciding to become a SUPERVISOR, you
essentially consider 2 factors:
Can I do it?
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CHANGES AND TRANSITIONS
Change is EXTERNAL; it is
SITUATIONAL.
NEW
OFFICE
NEW BOSS
NEW
STAFF
NEW
STAFF
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CHANGES AND TRANSITIONS
Transition is internal.
It is what happens to you as
you learn to accept and come
to terms with the new
situation you are in.
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CHANGES AND TRANSITIONS
Every transition begins with an ending. We
have to let go of the old before we can pick up
the new, not just outwardly, but inwardly.
Old Focus
Old ValuesOld Habits
Old Behavior
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CHANGES AND TRANSITIONS
Some rights that we lose when we become
SUPERVISORS:
1) We lose the right to an 8 to 5 job.
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CHANGES AND TRANSITIONS
2) We lose the right to speak freely.
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CHANGES AND TRANSITIONS
3) We lose the right to lose our temper.
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CHANGES AND TRANSITIONS
4) We lose the right to resist
change.
5) We lose the right to
buckpass.
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CHANGES AND TRANSITIONS
6) We lose the right to be one of the
guys/gals.
7) We lose the right to have
favorites.
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CHANGES AND TRANSITIONS
Part of the transition that we experience in our journey
to becoming a SUPERVISOR is a difference in
perspective and a shift in focus.
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CHANGES AND TRANSITIONS
Our SUCCESS is measured
by our team’s successful
achievement of the desired
results.
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THANK YOU!
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The Supervisor ADAPTS
“Experience is not what happens to you
but what you make of what happens to
you.”
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The Supervisor ADAPTS
A Supervisor
A D A P T Sto people and
situations.
A
D
A
S
P
T
CCOUNTABILITY
IVERSITY
NALYSIS
ROACTIVE
EAMBUILDER
YNERGY
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The Supervisor ADAPTS
Responsibility includes the duties
and tasks which you carry because
of your position or function.
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The Supervisor ADAPTS
Authority is the power and rights
you are given so you can effectively
discharge your responsibility.
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The Supervisor ADAPTS
ACCOUNTABILITY refers to your
liability or answerability as a supervisor
for the way in which your organizational
obligations and functions are discharged
either by yourself or by those to whom
you have delegated it.
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The Supervisor ADAPTS
DIVERSITY is the supervisor’s ability
to perform varied or diversified
responsibilities or functions.
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The Supervisor ADAPTS
THREE CORE MANAGEMENT SKILLS
Interpersonal
ManagerialTechnical
S
E
L
F
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Interpersonal Skills is our “people
skills”; our ability to interact effectively
with our people; our ability to better
understand and relate with people.
The Supervisor ADAPTS
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A Supervisor with good interpersonal
skills possesses 3 Cs:
The Supervisor ADAPTS
• CARES
• COMMUNICATES
• CHALLENGES
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The Supervisor ADAPTS
Technical Skills are our specialized
skills which are useful for a supervisor
in understanding how the various jobs
under him/her are done and why things
operate as they do.
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The Supervisor ADAPTS
Managerial/Administrative Skills refer to
the functional abilities of a supervisor. It
also includes skills in problem-analysis and
decision-making.
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The Supervisor ADAPTS
Top
Management
Middle
Management
Supervisory or
Operational
Management
needs
needs
needs
Managerial
Skills
Interpersonal
Skills
Technical
Skills
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The Supervisor ADAPTS
Analysis is the supervisor’s
ability to probe, ask questions
and make quality decisions.
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The Supervisor ADAPTS
Being Proactive
means creating and
shaping the future.
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The Supervisor ADAPTS
Proactive
Reactive
Waiting
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The Supervisor ADAPTS
A Teambuilder is one who
creates conditions for his
people to achieve results.
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The Supervisor ADAPTS
Successful teams are P E R F O R M E R S.
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The Supervisor ADAPTS
P
E
R
F
O
R
M
E
R
S
urpose
xamines norms
esources are identified & judiciously used.
ocused on improving
pinions are expressed
oles are balanced & shared
istakes are treated as sources of learning
nergy towards problem-solving
esponsiveness
urfaces conflicts
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The Supervisor ADAPTS
A Supervisor who has
SYNERGY is an energy master.
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The Supervisor ADAPTS
“You are your own raw material. When
you know what you consist of and
what you want to make of yourself,
then you can continuously re-invent
yourself as you ADAPT to the
challenges you face.”
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THANK YOU!
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Session 1 – Discovering New Paradigms in Supervision and Management
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At the end of the session the participants should be able to:
• Discuss definitions of management and supervision;
• Illustrate how one can risk, mobilize and add value to the organization;
Learning Objectives
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• Explain the relationship between effective supervision and standard setting;
• Discuss the five major characteristics of effective standards; and
• Demonstrate the three level of the “why” for communicating standards
Learning Objectives
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is the process of seeking desired outcomes by utilizing available resources and influencing the human relationships in the organization.
Management
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It is risking yourself in mobilizing
resources and relationships to add value to the
organization.
Management
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Innovation
The process of using new problem-solving opportunities to create purposeful, focused change in an organization
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Supervision
Getting the desired results through and with others
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Standards
Standards or expectations are targets against which performance is compared.
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Performance Standards must be:
• Owned.
• Celebrated
• Communicated, so they are
• Specific, so they can be
• Computed and later on be
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Three Levels of the “Why”
• Management requires it.
• What is in it for me?
• The Community / Clients need it.
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THANK YOU!
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Session 4 – Delegation: Barriers and Benefits