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Chapter 1

Chapter 1. DEFINING THE SUPERVISOR’S JOB. EXHIBIT 1–1 Levels in the traditional organizational pyramid. EXHIBIT 1–2 Efficiency versus effectiveness. EXHIBIT 1–3 Management functions. Supervisors can be called …. Assistant manager Department head Head coach Team leader

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Chapter 1

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  1. Chapter 1 DEFINING THE SUPERVISOR’S JOB

  2. EXHIBIT 1–1Levels in the traditional organizational pyramid.

  3. EXHIBIT 1–2 Efficiency versus effectiveness.

  4. EXHIBIT 1–3 Management functions.

  5. Supervisors can be called… • Assistant manager • Department head • Head coach • Team leader • Shift leader/captain • Foreman

  6. Traditional role • Overseer • Disciplinarian • Enforcer of policy • “Do as I say, not as I do” mentality

  7. Today’srole • Trainer • Adviser • Mentor • Facilitator • Coach

  8. More roles • Key person • Person in the middle • Just another worker • Behavioral specialist

  9. Why promote from within? • Know the operation • Understand the organization • Know the employees • Have prior experience on which to make decisions • Employee motivator

  10. Why is supervising so difficult? • Key communicator • Unprepared for the reality • Accountability • Paperwork • Stuck between operatives and managers • Usually promoted from peer group • Left out of the decision-making process • Must have a much more personal relationship with employees

  11. Required competencies • Technical • Interpersonal • Conceptual • Political

  12. EXHIBIT 1–4How competency demands vary at different levels of management.

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