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SUPERVISING IN UNCERTAIN TIMES

2007 Thomson/South-Western. All rights reserved.. 12. AFTER STUDYING THIS CHAPTER, YOU WILL BE ABLE TO:. Explain the demands and rewards of being a supervisor.Describe the contributions of four schools of management thought.Identify and discuss the major demographic and societal trends that wil

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SUPERVISING IN UNCERTAIN TIMES

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    1. © 2007 Thomson/South-Western. All rights reserved. SUPERVISING IN UNCERTAIN TIMES

    2. © 2007 Thomson/South-Western. All rights reserved. 1–2 AFTER STUDYING THIS CHAPTER, YOU WILL BE ABLE TO: Explain the demands and rewards of being a supervisor. Describe the contributions of four schools of management thought. Identify and discuss the major demographic and societal trends that will affect supervisors. Explain why supervisors must continually grow and develop as professionals.

    3. © 2007 Thomson/South-Western. All rights reserved. 1–3 What Does It Mean to Be a Supervisor In Uncertain Times? Successful Supervisors Develop the ability to balance the requirements for high work performance with the diverse needs of the workforce. The Challenges and Rewards of Supervision Getting diverse people to work together Increased responsibility that comes with climbing the management hierarchy The unpredictable nature of the job The sense of accomplishment from doing a job well Managing organizational pressures and conflict

    4. © 2007 Thomson/South-Western. All rights reserved. 1–4 The 21st Century: Tough Times Decline of the stock market September 11, 2001 The war in Iraq Hurricane Katrina Earthquakes and tsunami Terrorist attacks throughout the world Elevated terrorism alerts in the United States Uncertain economic conditions Accounting frauds Bankruptcy filings by major airlines Political scandals Work-rule concessions Wage freeze or pay cuts Higher healthcare costs

    5. © 2007 Thomson/South-Western. All rights reserved. 1–5 Supervisory Management Supervisors First-level managers in charge of entry-level and other departmental employees. Working Supervisors First-level individuals who perform supervisory functions but who may not legally or officially be part of management. Foreman/forewoman, group/team leader, lead person, coach, and facilitator

    6. © 2007 Thomson/South-Western. All rights reserved. 1–6 FIGURE 1.1 The Year 1906—What a Difference a Century Makes.

    7. © 2007 Thomson/South-Western. All rights reserved. 1–7 FIGURE 1.2 The wisdom of Peter Drucker, father of modern management.

    8. © 2007 Thomson/South-Western. All rights reserved. 1–8 Schools of Management Thought Scientific Management Approach (Taylor) Focuses on determining the most efficient ways to increase output and productivity. Analyze the tasks using the principles of science to find the one best way to perform the work. Recruit the employee best suited to perform the job. Instruct the worker in the one best way to perform the job. Reward the accomplishment of the worker. Cooperate with workers to ensure that the job matches plans and principles. Ensure an equal division of work and responsibility between managers and workers.

    9. © 2007 Thomson/South-Western. All rights reserved. 1–9 Schools of Management Thought (cont’d) Functional Approach Asserts that all managers perform similar functions in doing their jobs—the universality of management. A manager’s authority should equal that manager’s responsibility and that the direction and flow of authority through an organization should be unified. Five functions of management (Fayol) Planning: Setting down a course of action. Organizing: Designing a structure, with tasks and authority clearly defined. Commanding: Directing subordinates’ actions. Coordinating: Pulling organizational elements toward common objectives. Controlling: Ensuring that plans are carried out.

    10. © 2007 Thomson/South-Western. All rights reserved. 1–10 Schools of Management Thought (cont’d) Human Relations/Behavioral School Focuses on the behavior of people in the work environment in the belief that: if managers used the principles of scientific management, worker efficiency would increase and productivity increases would follow if managers strove to improve working conditions, productivity would increase. Hawthorne Studies Hawthorne Effect The fact that special interest shown in people may cause those people to behave differently.

    11. © 2007 Thomson/South-Western. All rights reserved. 1–11 Schools of Management Thought (cont’d) Quantitative/Systems Approaches Use mathematical modeling as a foundation in attempting to quantitatively describe the interrelationships of variables through data, data can be manipulated and outcomes predicted. Develop mathematical models as series or collections of interrelated variables or parts that can be analyzed and used in decision making. Are frequently found in large organizations where sales, costs, and production data are analyzed using computer technology.

    12. © 2007 Thomson/South-Western. All rights reserved. 1–12 Factors And Trends Affecting The Role Of The Supervisor Diversity The cultural, ethnic, gender, age, educational level, racial, and lifestyle differences of employees. Population and Workforce Growth Continued growth in both. Better educated but many employees lack basic skills Changing Age Patterns The workforce will continue to grow older. Generation Xers (1964–1981) Boomers (1946–1963) Matures (before 1945)

    13. © 2007 Thomson/South-Western. All rights reserved. 1–13 FIGURE 1.3 Effective supervisors must be adaptable and be able to maintain their perspective in the face of rapidly changing conditions.

    14. © 2007 Thomson/South-Western. All rights reserved. 1–14 FIGURE 1.4 Trends affecting the workplace and the HR profession.

    15. © 2007 Thomson/South-Western. All rights reserved. 1–15 FIGURE 1.5 Workforce projections 2000–2010

    16. © 2007 Thomson/South-Western. All rights reserved. 1–16 Factors And Trends Affecting The Role Of The Supervisor (cont’d) Women in the Workforce and Related Issues The increase in both the number and percentage of women in the U.S. workforce. Women’s roles as both employees and mothers. Conflicts between job and family obligations. Sexual harassment in the work environment.

    17. © 2007 Thomson/South-Western. All rights reserved. 1–17 Factors And Trends Affecting The Role Of The Supervisor (cont’d) When and How Work Will Be Done Flextime Policy that allows employees to choose their work hours within stated limits. Job sharing Policy that allows two or more employees to perform a job normally done by one full-time employee. Telecommuting Receiving work from and sending work to the office from home via a computer and modem.

    18. © 2007 Thomson/South-Western. All rights reserved. 1–18 Factors And Trends Affecting The Role Of The Supervisor (cont’d) Racial Minorities in the Workforce More non-English speaking employees Opportunities for Women and Minorities Glass ceiling Invisible barrier that limits the advancement of women and minorities. Glass walls Invisible barriers that compartmentalize women and minorities into certain occupational classes.

    19. © 2007 Thomson/South-Western. All rights reserved. 1–19 Factors And Trends Affecting The Role Of The Supervisor (cont’d) Educational Preparation Too many college-trained employees Underemployment: Situations in which people are in jobs that do not use their SKAs. SKAs: A person’s skills, knowledge, and abilities. Too many undereducated employees Competitive advantage The ability to outperform competitors by increasing efficiency, quality, creativity, and responsiveness to customers and effectively using employee talents.

    20. © 2007 Thomson/South-Western. All rights reserved. 1–20 Occupational and Industry Trends Steady growth in business-related services Computer services, retail trade, healthcare, transportation, and banking and financial services. Continued downsizing and growth in outsourcing Declines in large-scale industrial manufacturing businesses with growth in small and midsize firms. Factors And Trends Affecting The Role Of The Supervisor (cont’d)

    21. © 2007 Thomson/South-Western. All rights reserved. 1–21 Factors And Trends Affecting The Role Of The Supervisor (cont’d) Changing Technology and Business Conditions Increased demand for and use of computer skills as part of day-to-day responsibilities. Ever-increasing amounts of information to be properly managed. Uncertainty about when and how technological change will impact a supervisor’s position

    22. © 2007 Thomson/South-Western. All rights reserved. 1–22 Factors And Trends Affecting The Role Of The Supervisor (cont’d) Global Challenges Recognizing that management practices differ culturally and structurally in foreign firms compared to U.S.-owned and -operated firms. Transplanted U.S. supervisors will need to learn about cultural differences and to find ways to adapt to nontraditional management styles. Outsourcing of high-end manufacturing and information technology jobs to low-cost countries is expected to continue.

    23. © 2007 Thomson/South-Western. All rights reserved. 1–23 FIGURE 1.6 Unemployment is a hardship.

    24. © 2007 Thomson/South-Western. All rights reserved. 1–24 Factors And Trends Affecting The Role Of The Supervisor (cont’d) Employment Conditions and Work Scheduling Working with a contingent workforce Part-time, temporary, or contract employees who work schedules dependent primarily on employer needs. Motivating temporary employees Lack of commitment among transient employees Work scheduling problems Employee demands for greater flexibility to attend to family needs, are likely to accelerate during the foreseeable future. Executive compensation

    25. © 2007 Thomson/South-Western. All rights reserved. 1–25 Factors And Trends Affecting The Role Of The Supervisor (cont’d) Employment Conditions and Work Scheduling Executive compensation: Two-tier workforce Paying new employees at a lower rate than more senior employees. Also used to refer to disparities associated with high executive compensation. Corporate Culture and Ethical Conduct Corporate culture: Set of shared purposes, values, and beliefs that employees hold about their organization. Ethical behavior and fair dealing are at the forefront of good management practices, beginning at the supervisory level.

    26. © 2007 Thomson/South-Western. All rights reserved. 1–26 FIGURE 1.7 A sample values and belief statement.

    27. © 2007 Thomson/South-Western. All rights reserved. 1–27 Factors And Trends Affecting The Role Of The Supervisor (cont’d) Governmental and Societal Issues Long-term environmental concerns Energy availability and costs The costs of compliance with laws and regulations Pressures exerted by special-interest groups

    28. © 2007 Thomson/South-Western. All rights reserved. 1–28 FIGURE 1.8 Overview of federal employment legislation affecting supervisors.

    29. © 2007 Thomson/South-Western. All rights reserved. 1–29 Workplace Incivility and People that Make Life Difficult Rude behavior in the workplace is increasing, threatening the effectiveness of organizations through its effect on individuals and the lowering of group morale. Understanding how to deal with incivility and difficult people is a critical managerial skill. Factors And Trends Affecting The Role Of The Supervisor (cont’d)

    30. © 2007 Thomson/South-Western. All rights reserved. 1–30 Factors And Trends Affecting The Role Of The Supervisor (cont’d) Empowerment and Employee Participation in Decision Making Empowerment Giving employees the authority and responsibility to accomplish their individual and the organization’s objectives. Participative management Allowing employees to influence and share in organizational decision making.

    31. © 2007 Thomson/South-Western. All rights reserved. 1–31 Supervision: A Professional Perspective Supervisors manage their firms’ most important resources—human resources. Supervisors who want to be more effective: Can develop the habits of highly effective people Recognize the need for continuous self-development and renewing the four dimensions of their nature—spiritual, mental, social / emotional, and physical

    32. © 2007 Thomson/South-Western. All rights reserved. 1–32 KEY TERMS Competitive advantage Contingent workforce Corporate culture Diversity Empowerment Flextime Functional approach Glass ceiling Glass walls Hawthorne effect SKAs Society for Human Resource Management (SHRM) Supervisors Telecommuting Two-tier workforce Underemployment Working supervisors Human relations movement/ behavioral science approach Job sharing Participative management Quantitative/systems approaches Scientific management approach

    33. © 2007 Thomson/South-Western. All rights reserved. 1–33 FIGURE 1.9 Sources for online job searches.

    34. © 2007 Thomson/South-Western. All rights reserved. 1–34 FIGURE 1.8 Overview of federal employment legislation affecting supervisors.

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