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Supervisory Management Roles and Challenges

Ch. 1. Supervisory Management Roles and Challenges. I. Need For Management. Organization – group that has common goal Operations - producing Marketing – informing and selling Financing - $ to produce and sell. A. What is Management?.

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Supervisory Management Roles and Challenges

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  1. Ch. 1 Supervisory Management Roles and Challenges

  2. I. Need For Management • Organization – group that has common goal • Operations - producing • Marketing – informing and selling • Financing - $ to produce and sell

  3. A. What is Management? • Management – working with and through people to reach a goal • Human Resources - people • Physical Resources – building, machines, etc. • Financial Resources - $, capital and credit

  4. B. Levels of Management – based on responsibility (obligation) and authority(tell people what to do) • Top – overall operation • Middle – in charge of plant or division, etc. • Supervisory – in charge of operative (nonmanagerial) employees (rank and file)

  5. II. What Do Manager Do? A. Functions Performed by Managers • Planning – where to we want to go and how we will get there • Organizing – what we need to do and who is going to do it • Staffing – recruiting, training and promoting • Leading – conducting, guiding, influencing and motivating • Controlling – did your staff do what they were supposed to do, corrective action

  6. How are the functions related? everybody does them, when appropriate

  7. Roles Played by Managers – depends on emphasis • Interpersonal Role: figurehead, leader, liaison • Informational Role: monitor, Disseminator, Spokesperson • Decision-Making Role: Entrepreneur, disturbance handler, resource allocator, negotiator

  8. III. Skills Required for Effective Management • Conceptual Skills – mental ability to “see” what is going on, looking for patterns • Human relations skills – understanding and interacting effectively with others • Technical skills – understanding and being able to supervise effectively specific processes required

  9. D. Administrative skills – procedures and paperwork

  10. IV. The Transition: Where Supervisors come from • Promoting from within The good • Understands culture and organization • Knows requirements and personnel • Offers incentive for others The bad • Take the best present performer – may not have the skiils • Inadequately training

  11. V. Supervisory Relationships • Personal Relationships – what additionally comes to work • Organizational Relationships • Supervisor-to-Employee relationships • Relationships with peer supervisors and union steward • Supervisor-manager relationships • External Relationships • Owners, customers, suppliers, government, etc.

  12. VI. The Emerging Position of Supervisory Managers • My way or the high way vs • Supportive, facilitating, leaner organizations, helping employees to grow and develop

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