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Effective Supervisory Management: Roles, Challenges, and Skills

Understand the essential roles of supervisory management, from organizational functions to interpersonal skills, and the transition to impactful leadership. Explore the challenges and relationships involved in supervising and managing teams effectively.

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Effective Supervisory Management: Roles, Challenges, and Skills

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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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