skills of supervisor

7/29/2019 Skills of Supervisor

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ABILITY

(Skills, Equipment,Supplies, Time)

MOTIVATION PERFORMANCE+ =

Motivating employees


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How supervisors can motivate

1. Making work interesting; Job rotation, cross-training, jobenlargement, job enrichment

2. Having high expectations; Pygmalion effect

3. Providing rewards that are valued

4. Relating rewards to performance

5. Treating employees as individuals

6. Encouraging employee participation: Planning & decisions

7. Providing feedback: Feedback on performance, praise


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Self Actualization

Needs

Esteem/EgoNeeds

Social Needs

Security Needs

Physiological Needs

Maslows Hierarchy of Needs

Food, water, base salary

Safe work, fringe benefits, job security

Family, friends, work groups, coworkers

Recognition, high status,increased responsibilities

Opportunities for training,advancement, creativity,

hobbies, education


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Money as a motivator

Money motivates people when it meets their needs.

The employees must believe they are able toachieve the financial rewards the organizationoffers.


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Pay plans usingfinancial incentives

Financial incentives are payments for meeting or exceeding objectives.

PIECEWORK SYSTEM

PRODUCTION BONUS SYSTEM

COMMISSIONS

PAYMENTS FOR SUGGESTIONS GROUP INCENTIVE PLANS


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COMMUNICATION

Is a process of influence


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THE COMMUNICATION PROCESS

- The receiver gets themessage

-The message is transmitted

-The sender has an idea

-The idea becomes a message

-He reacts& sends feedback to the sender


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SUGGESTIONS FOR IMPROVING COMMUNICATION

Think about your receiver

Think about your purpose

Use concrete, specific language

Stick to the point

Connect new information to existing ideas

Emphasize and review key points

Try to minimize noise

Facilitate feedback


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DIFFERENCE BETWEEN

LISTENING AND HEARING

All listening involves hearing but not all

hearing involves listening.

Listening is an active,and thinking

communication act, whereas hearing is apassive physical one.


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10 STEPS TO GOOD LISTENING1. Stop talking2. Put the other person at ease3. Show that you want to listen

4. Remove any potential distractions5. Empathize with the other person6. Dont respond too quickly; Be patient

7. Dont get mad; Hold your temper 8. Go easy on argument and criticism9. Ask questions

10. Stop talking


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GroupsTWO OR MORE PEOPLE WHO

INTERACT WITH ONE ANOTHER, ARE

AWARE OF ONE ANOTHER AND THINKOF THEMSELVES AS A GROUP

Working with teams


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Groups in WorkplaceFunctional Groups

Groups that fulfill ongoing needs in the organization bycarrying out a particular function

Task Groups Groups that are set up to carry out a specific activity &

then disband when the activity is completed

Formal Groups Groups set up by management to meet organizational

objectives

Informal Groups Groups that are form when the individual in the

organizational develop relationships to meet personalneeds


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Strength in Numbers

Closeness

Common goals

Achievement of personal objectives

Personal reasons forjoining groups
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Characteristics of Groups

ROLEPattern of behaviour related to employee position inthe group

Role conflicts is a situation in which a person has two

different roles that call for conflicting types of behavior

NORMS

Groups standards for appropriate or acceptablebehaviour


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STATUSA group members position in relation to others inthe group

COHESIVENESSDegree to which group members sticks together

SIZE

HOMOGENEITY

EFFECTIVENESS


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Stage of group developmentProductivity and Morale

High

Low

Stage

Orientation Dissatisfaction Resolution Production

Key

Productivity (amount of work)

Morale of group members


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ORIENTATION: Group is new, members are highly motivated Doesn't has the experience to work together efficiently Group members are concerned about what to do Role of supervisor is to clarify objectives and provide

direction

DISSATISFACTION: Group members are able to learn their roles and the

group objectives, the group moves to dissatisfaction .Members have learned to work together, their initial

enthusiasm has given away to disappointment with dayto day realities of being part of a group

While continuing to help group members developcompetence, the supervisor must focus more on

encouraging and motivating them


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RESOLUTION: If group members are able to reconcile the differences

between their initial expectations and the realities theyexperience, the group moves to resolution. Productivityand morale improves

Supervisor should focus on helping in conflict resolution& encourage group members to participate in planning

& decision making PRODUCTION:

If group members continue to resolve conflicts and

develop a workable structure for the group, their outputand morale will continue to increase Group effectively working as a team Conflicts are resolved by a team

Supervisor should give the members more autonomy


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Discussion QuestionIf the group terminates before production stage and if the

group terminates after production stage, what would be

possible repercussion?

TERMINATION: At point some point the group must come to an end


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LeadingLEADING IS A MANAGEMENT FUNCTION OF

INFLUENCING PEOPLE TO ACT OR NOT ACT IN A CERTAIN WAY

Characteristic of asuccessful leader:

Sense of responsibility

Self-confidenceHigh energy level

Empathy

Sense of Humor

The supervisor as a leader


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Leadership Styles

DEGREE OF AUTHORITY RETAINED:

Authoritarian Style Leader retains a great deal of authority

Democratic Style Leader allows subordinates to participate in

decision making and problem solving

Laissez-faire style Leader is uninvolved and lets subordinates

direct themselves


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Leadership Styles

ORIENTATION:Task Oriented

Focuses on jobs to be done and goals to beaccomplished

When the work gets done correctly and ontime, a task oriented leader is satisfied

People Oriented

Is concerned primarily with the well-being of thepeople he manages

This type of leader emphasizes issues such asmorale, job satisfaction, and relationshipsamong employees


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Leadership Styles

ATTITUDE TOWARDS GROUP:

Theory X People dislike work and try to avoid it, that they

therefore must be coerced to perform, that they wish toavoid responsibility and would prefer to be directed,and their primary need is for security

Theory Y Working is as natural an activity as resting or playing,

and people will work hard to achieve objectives theyare committed to. They can learn to seek responsibilityand to be creative in solving organizational problems


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THE STRUGGLE THAT RESULTS FROMINCOMPATIBLE OR OPPOSING NEEDS,

FEELINGS, THOUGHTS, OR DEMANDSWITHIN A PERSON OR BETWEEN TWO

OR MORE PEOPLE.

Conflict

Managing conflict


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Types of Conflicts

Intrapersonal conflicts

Interpersonal conflicts

Structural conflicts Differing goals Mutual dependence of departments Unequal dependence of department Line & Staff

Ambiguities Dependence on common resource

Strategic Conflicts Planned and often intentionally started


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Negative aspects of conflicts

Loss TimeLoss Resources

Sabotage

Stealing

Lying

DistortionEffect quality / productivity


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Positive aspects of conflicts

Conflicts causes changes

Conflicts activate people

Conflict is form of communication

Conflict is healthy because it relieves emotionsConflict is educational

Aftermath of conflict is stronger & better workingenvironment


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Strategies for managingInterpersonal Conflicts

COMPROMISE Settling on a solution that gives eachperson part of what he or she wanted;no one gets everything, and no oneloses completely

AVOIDANCE ANDSMOOTHINGManaging a conflict by pretending itdoes not exist

FORCING A SOLUTION A person or group with power decideswhat the outcome will be

CONFRONTATION ORPROBLEM SOLVING

Conflict resolution Managing aconflict by confronting the problem andsolving it


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1. Begin by establishing constructive environment.

2. Ask each person to explain what the problem is.

3. When all parties understand what the problem is, have themstate individually what they want to accomplish or what will

satisfy them.4. Restate in your own words what each persons position is.

5. Have all participants suggest as many solutions as they can.

6. Encourage the employees to select a solution that benefitsall of them.

7. Summarize what has been discussed and agreed upon.

Mediating Conflict Resolution


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1. GET THE FACTS: Review the record

Talk with the individuals concerned

Get opinion & feelings

Prioritize BE SURE TO HAVE WHOLE STORY

2. CLEARLY DEFINING OBJECTIVES: Be positive to solve problem

Dont jump to conclusion

Problem solving and decision making


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ParetoChart :

Rej. type Qty. Cum. % Cum.

Offsetprinting

5,564 5,564 62% 62%

Replication 2,776 8,340 31% 92%

Silkprinting

681 9,022 8% 100%

TOTAL 9,022 100%

-

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

10,000

Offset printing Replication Silk printing

R e

j e c

t e d C D s

Note:

Figures used are yearly estimatesbased on 3 months average of Jan to

March, 2008

50%

100%

25%

75%


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3. DECIDE CAUSE OF PROBLEM: Fit the facts together

Relate the event to each other

Cause-and-effect diagram, 5 Whys?

4. DEVELOP SEVERAL SOLUTIONS: What possible actions are there?

Check practices & policies

Consider the effect on individual/group output Remember your objectives

Decide effective solution

ISHIKAWA DIAGRAM / FISHBONE DIAGRAM /


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ENVIRONMENT

ISHIKAWA DIAGRAM / FISHBONE DIAGRAM /CAUSE-AND-EFFECT DIAGRAM

Notfollowinginstructions

MATERIAL MAN

MACHINEMETHOD

Lack of awareness

Notunderstandinginstructions

Lackappropriate

skills

No proper maintenance

Machineinconsistency

Lack of humiditycontrol

Lack of temperaturecontrol

Inkinconsistency

Drying of inkdue to notclosingcontainer tightly

Work sheeterrors

Morerejectionsin nightshift

No proper method for handing &taking over work betweenshifts

H i g h O f f s e

t P r i n

t i n g

R e

j e c

t i o n


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5. TAKE ACTIONS: Are you going to take action yourself? Do you need help in taking your action? Should you inform your supervisor of your action? Watch the timing of your action

6. CHECK RESULTS: How soon to follow up? Watch for changes in attitudes, relationships, and

outputs? Did your action achieve your objectives?


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Guidelines for Decision Making

Consider the consequences

Respond quickly in crisis

Inform the manager

Be decisive yet flexible

Avoid decision making traps


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Traps to be avoidedin Decision Making

Failing to consult with others

Never admitting a mistake

Constantly regretting decisionFailing to refer to previous decisions

Failure in gathering and examining data

Promise that cannot be delivered

Delaying decision too long

skills of supervisor

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