office supervision lecture three

The Mwalimu Nyerere Memorial Academy (MNMA)

Topic Three :Office Supervisionfor TCHRM/05111

By, Mr. Sanchawa, Denis H

Assistant Lecturer-social studies

Meaning of supervision

• Supervision: guiding production and procedures of staff to accomplish a delegated goal or objective

• Overlap of skills

• Distinctions made in larger organizations

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Components of supervision

• Guiding the activities of staff to accomplish delegated goal or objective

• Identifying tasks and roles needed

• Developing effective teams

• Ensuring that the right competencies are being applied to tasks

• Seeing that problems are resolved

• Monitoring and refining staff/team performance

• Conforming with organizational policies


Core skills of supervision

• excellent interpersonal skills

• team building skills

• analytical and problem solving skills

• decision making skills

• effective verbal and listening communications skills attention to detail and high level of accuracy


Core skills (ctd)

• very effective organizational skills

• effective written communications skills

• computer skills including the spread sheet and word processing programs, and e-mail at a highly proficient level

• stress management skills

• time management skills


Personal attributes of the office Supervisor/Manager

• be honest and trustworthy

• be respectful

• possess cultural awareness and sensitivity

• be flexible

• demonstrate sound work ethics


Required knowledge for effective office supervision

• knowledge of office administration and organization

• knowledge of human resource management and supervision

• ability to maintain a high level of accuracy in preparing and entering information in the required format or system


Responsibilities of the office supervisor/Manager

• Design and implement office policies

• Establish standards and procedures

• Organize office operations and procedures

• Supervise office staff

• Monitor and record long distance phone calls

• Prepare time sheets


Responsibilities of the office supervisor

• Control correspondences

• Review and approve supply requisitions

• Liaise with other agencies, organizations and groups

• Update organizational memberships

• Maintain office equipment


Responsibilities of the office Supervisor/Manager

• Assign and monitor clerical and secretarial functions

• Recruit and select office staff

• Orient and train employees

• Provide on the job and other training opportunities

• Supervise staff

• Evaluate staff performance

• Coaching and disciplining staff



• Design filing systems• Ensure filing systems are maintained and up to

date• Define procedures for record retention• Ensure protection and security of files and

records• Ensure effective transfer o files and records• Transfer and dispose records according to

retention schedules and policies• Ensure personnel files are up to date and secure



• Plan and implement office systems, layout and equipment procurement

• Maintain and replenish inventory

• Check stock to determine inventory levels

• Anticipate needed supplies

• Verify receipt of supply


Performance appraisal of employees

• It is an organization - wide management program that provides a structured approach to:

Communicate business strategy

Establish a shared understanding of what is to be achieved and how it is to be achieved

Facilitate management of self and others

Measure and motivate performance

(organizational and individual)


PA of employees

• A confidential document that includes the employee’s performance expectations, a summary of the employee’s actual performance relative to those expectations, an overall rating of the employee’s performance, and the supervisor’s and employee’s signature


Meaning of employees performance appraisal

A management process for ensuring employees are focusing their work efforts in ways that contribute to achieving the agency’s mission.


Phases of performance management systems

It consists of three phases:

(a) setting expectations for employee performance,

(b) maintaining a dialogue between supervisor and employee to keep performance on track, and

(c) measuring actual performance relative to performance expectations.


PMS consists of ...

• A process for communicating employee performance expectations, maintaining ongoing performance dialogue, and conducting annual performance appraisals;

• A procedure for addressing employee performance that falls below expectations;

• A procedure for encouraging and facilitating employee development;

• Training in managing performance and administering the system; and

• A procedure for resolving performance pay disputes


How to measure the performance?

• The appraiser and the appraisee jointly set the Key Result Areas (KRA’s) and assign mutually agreed weightage expressed as a percentage

• Simple mathematical relationship between set weightage and accomplishment gives a final numerical score on KRA’s

• To evaluate all management personnel on company values and leadership attributes a new section has been added entitled “Values in Action


Key result areas of measurements

• A KRA refers to a target that needs to be achieved by the appraisee in a given time

• KRA’s are the set of performance expectations from the appraisee

• The focus is on tangible outputs. However this does not mean that tasks that have a qualitative output cannot form a KRA

• The focus is on tangible outputs. However this does not mean that tasks that have a qualitative output cannot form a KRA


Objectives of employees’ performance appraisal

• Understand what is expected of them and how their work leads to organization’s goals

• Have the skills and abilities to deliver on those expectations

• Meet those expectations

• Are actively engaged in designing and implementing work tasks


Objectives of PA

• Measurement helps in objectively differentiating between performers and non performers. Sustain positive relationships

• Receive feedback on their performance

• Have opportunities to improve performance


Delegation

• Assign responsibility for accomplishing a goal or objective to a member of the staff

• Allow that person to formulate activities needed to accomplish assignment

– Builds motivation

– Increases competencies

• Risk of assuming “Why bother? I could do the work in much less time.”


Steps of delegation

• Delegate whole tasks to individuals/ teams• Select the right person/team for tasks• Clearly specify results expected, not the

methods for accomplishing them• Make sure recipient understands and agrees

with assignment


Steps of delegation (ctd)

• Agree on criteria for monitoring progress, times for reporting & feedback

• Maintain open lines of communication• Set up means for addressing problems• Evaluate and reward successful performance


Employees induction

• Induction is the process of receiving and welcoming employees when they first joint the company and giving them the basic information they need to settle down quickly and happily and start work (Armstrong ,2010).

• It is the process of introducing the new employee to the job and the organization.

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Objectives of employees induction

• To intimate them about the Mission, Aims and Objectives of the Company

• To generate interest.

• Clarify roles and responsibilities.

• Introduction to workmates

• Employees learn the employer standards.



• Helps to maintain rules of the organization

• Structure of company made known to employees

• Quality standards made known.

• No chaos

• Increase productivity



• To familiarize the new comer with the requirements of the job

• To explain the new employee the terms and conditions of the job

• to bring interaction between personal goals and organizational goals

• To promote the feelings of belonging to the organization



• To familiarize the new employee to his immediate supervisor

• To provide information to the new employee regarding organization’s policies and procedures

• To reduce the employee’s chance of leaving the organization quickly

• to establish favorable attitudes regarding the organisation in the mind of the employee and etc


Essential items of employees induction

• Organization history, core values, mission, vision and philosophy

• Organization products/services

• Department location

• Personnel policies and procedures

• Condition of services like holidays, hours, leave, medical leave and etc


Essential items of employees induction

• Remuneration and other benefits

• Health and safety measures

• Career advancement schemes

• Trade unions and memberships

• Grievance handling mechanisms/systems


Four distinct levels of employees’ induction(the four C’s)

• 1. Compliance: is the lowest level and includes teaching employees basic legal and policy related rules and regulations

• 2.Clarification: refers to the ensuring that employee understand their new jobs at all related expectations

• 3.Culture : is abroad category that includes providing employees with a sense of organizational norms- both formal and informal


Four distinct levels of employees’ induction(the four C’s)

• 4. Connection: refers to the vital interpersonal relationships and information networks that new employees must establish


Establishing induction programme

Type Purpose

a) General induction

To enable the new employee to know about the history of the organization

b) Specificinduction by the supervisor

To enable the new employee to know about the job requirements , his place of work, the location of facilities under whom and with whom he should work and so on

c) Follow-up orientation by the personnel department

To find out whether the employee is reasonably well satisfied with his job supervisor and so on


office supervision lecture three

Leadership & Management

office staff

skills analytical

skills decision

supervision supervision

skills effective verbal

office systems

office policies

core skills ctd