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OVERVIEW OF PUBLIC WORKS SUPERVISION

OVERVIEW OF PUBLIC WORKS SUPERVISION. Basic Supervision Jeanne Nyquist. Session Learning Objectives Overview of PW Supervision. Identify the supervisor’s role Analyze key aspects of supervisor’s job Compare the different types of plans used/prepared by a supervisor

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OVERVIEW OF PUBLIC WORKS SUPERVISION

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  1. OVERVIEW OF PUBLIC WORKS SUPERVISION Basic Supervision Jeanne Nyquist

  2. Session Learning Objectives Overview of PW Supervision • Identify the supervisor’s role • Analyze key aspects of supervisor’s job • Compare the different types of plans used/prepared by a supervisor • Identify the resources available to supervisors • Understand the five-step decision making process • Prepare for questions must be answered in a good directive

  3. What is “Public Works”? • Streets/Transportation • Solid Waste • Emergency Management • Facilities and Grounds • Water • Wastewater • Storm Water • Engineering and Technology • Other

  4. GOVERNANCE MODEL Policy Governing Body Plan Management CUSTOMERS Action Employees

  5. ROLE OF SUPERVISOR • Translate organizational goals • Facilitate two-way communication • Get work done through others • Solve problems • Remove roadblocks • Maintain accountability

  6. SKILLS CONTINUUM Technical Skills Conceptual Skills Interpersonal Skills U.W. Crew Leader Supervisor Manager Director

  7. CROSSING THE THRESHHOLD • AUTHORITY • RESPONSIBILITY • RELATIONSHIPS • HOURS • STRESS

  8. TEAM COMPOSITION Big Picture Skills Manager TEAM Supervisor/ Leader Supervisor/ Leader Supervisory Skills Worker Worker Worker Worker Technical Skills

  9. Supervisor’s Job: GET THE WORK DONE . . . THROUGH OTHERS!

  10. How does a supervisor do it? • Plans work • Allocates resources • Makes decisions • Provides direction to the team • Solves problems • Measures and reports results

  11. PLANS WORK • What needs to be done? • What are the priorities? • Who will do the work? • When will it be done?

  12. Types of Plans • Daily • Weekly • Monthly • Quarterly • Fiscal Year (Budget) • Strategic (Long-Range)

  13. Other Plans • Special Projects or Events • Emergency Operational Plans • Staffing Plans Ready . . . Aim . . . Fire!

  14. Planning vs. Reacting Who controls your life?

  15. ALLOCATES RESOURCESMatch Resources to the Job Equipment People Materials & Supplies

  16. MAKES DECISIONS 1. Gather info 2. Confer with your team(s) 3. Decide 4. Inform 5. Implement 5a. Adjust???

  17. DECISION-MAKING Consider . . . • What is the parameter of the decision? • Who has the authority to decide? • Who is impacted by the decision? • When does the decision need to be made? • How should the decision be made?

  18. MAKING DECISIONS: Organizational Paradigms

  19. DECISION MAKING STYLES • Make decision alone – tell others • Ask for input – then decide • Ask for recommendation – then decide • Discuss – get consensus • Delegate completely

  20. The Indecisive Boss • Recommend • Allow time to ponder • Follow-up (nag) • What’s your tolerance for risk? • Permission vs. forgiveness • No decision is a decision

  21. PROVIDES DIRECTION • Set Goals • Make Your Plan • Work Your Plan • COMMUNICATE!!!!!!!!!! (15 ways into Sunday) • Who, What, When, Where, WHY, How • Debrief – Solicit Feedback • Follow-up

  22. SITUATION TARGET PROPOSAL What’s the problem? What’s the environment? What are we trying to accomplish? What’s the goal? What are the alternatives? What’s the best solution? SOLVES PROBLEMS

  23. Be Creative The significant problems we face today cannot be solved at the same level of thinking we were at when we created them. Albert Einstein

  24. MEASURE RESULTS • How well are you doing? • How do you know? • Not just for “bean counters” • Perception IS reality TELL YOUR STORY!!!

  25. Report Results • To Boss • To Team • To World TELL YOUR STORY!!!

  26. Attitude • Handling success • Handling failure • Handling the ridiculous

  27. How can I do better? • Simplify • Rearrange • Combine • Eliminate • Get Help CREATE A CONSPIRACY

  28. Q & A QUESTIONS OR ISSUES FOR GROUP DISCUSSION?

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