Supervision Concepts Ch. 1
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Created by:
AliceAitch on January 22, 2011
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Supervision Concepts and Skill-building, S. Certo 7th ed.
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28 terms
Terms | Definitions |
|---|---|
 supervisor | a manager at the first level of management, which means the employees reporting to the supervisor are not manager |
| Taft-Hartley Act | defines supervisor as "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 responsibly 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" |
| Frederick W. Taylor | 1856-1915. Father of scientific management. Bethlehem Steel Company. In order to improve efficiency, it is important to consider the best way in which a job can be completed. |
| Henri Fayol | 1841-1925. Pioneer of administrative theory. Managers must plan, organize, lead, and control. |
| Abraham Maslow | 1908-1970. Hierarchy of needs. |
| Supervision - historical perspective | Supervisors should focus on efficiency Supervisors should focus on functions to be performed Supervisors should focus on people |
| Classic understanding of management skills | Technical skills Human relations skills Conceptual skills Decision-making skills |
| 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 |
| Modern view of management skills | Task-related activities People-related activities Change-related activities |
| 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 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 |
| Skills of successful managers | Clarifying roles Monitoring operations Short-term planning Consulting Supporting Recognizing Developing Empowering Envisioning change Taking risks for change Encouraging innovative thinking External monitoring |
| Supervising a diverse workforce | The percentage of the US workforce consisting of white men is expected to fall fro 51% in 1980 to 43% in 2014. Effective supervisors must be able to relate to a diverse workforce. |
| Attacking subtle discrimination | Have employees work with someone who is different Set an example with behavior, including demonstrating respect for others Question negative stereotypes |
| General functions of the supervisor | Planning Organizing Staffing Leading Controlling |
| planning | setting goals and determining 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 |
| Responsibilities of the supervisor | 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 staff informed and up-to-date Be accessible 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 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 Know how to fire an employee without violating his or her rights |
| accountability | The practice of imposing penalties for failing to adequately carry out responsibilities and providing rewards for meeting responsibilities |
| Becoming a supervisor | Set limits on your behavior Don't be a rescuer Figure out how to measure success Communicate with everyone Be firm Learn from others |
| Characteristics of a successful supervisor | Fairness Communication Skills Loyalty Positive Attitude Desire for the Job Ability to Delegate |
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