skills of supervisor
TRANSCRIPT
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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%
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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