SUPERVISORY MANAGEMENT ROLES AND CHALLENGES

Ch. 1

I. Need For Management

Organization – group that has common goal Operations - producing Marketing – informing and selling Financing - $ to produce and sell

A. What is Management?

Management – working with and through people to reach a goal Human Resources - people Physical Resources – building, machines,

etc. Financial Resources - $, capital and credit

B. Levels of Management – based on responsibility (obligation) and authority (tell people what to do)1. Top – overall operation2. Middle – in charge of plant or division,

etc.3. Supervisory – in charge of operative

(nonmanagerial) employees (rank and file)

II. What Do Manager Do?

A. Functions Performed by Managers1. Planning – where to we want to go

and how we will get there2. Organizing – what we need to do and

who is going to do it3. Staffing – recruiting, training and

promoting4. Leading – conducting, guiding,

influencing and motivating5. Controlling – did your staff do what

they were supposed to do, corrective action

B. How are the functions related?everybody does them, when appropriate

C. Roles Played by Managers – depends on emphasis

Interpersonal Role: figurehead, leader, liaison

Informational Role: monitor, Disseminator, Spokesperson

Decision-Making Role: Entrepreneur, disturbance handler, resource allocator, negotiator

III. Skills Required for Effective Management

A. Conceptual Skills – mental ability to “see” what is going on, looking for patterns

B. Human relations skills – understanding and interacting effectively with others

C. Technical skills – understanding and being able to supervise effectively specific processes required

D. Administrative skills – procedures and paperwork

IV. The Transition: Where Supervisors come from

Promoting from withinThe good Understands culture and organization Knows requirements and personnel Offers incentive for othersThe bad Take the best present performer – may

not have the skiils Inadequately training

V. Supervisory RelationshipsA. Personal Relationships – what

additionally comes to workB. Organizational Relationships

1. Supervisor-to-Employee relationships2. Relationships with peer supervisors and

union steward3. Supervisor-manager relationships

C. External Relationships Owners, customers, suppliers,

government, etc.

VI. The Emerging Position of Supervisory Managers My way or the high way

vs

Supportive, facilitating, leaner organizations, helping employees to grow and develop