ROLE OF THE SUPERVISOR

1. ROLE OF THE SUPERVISOR

2. PODSCORB: • Developed by a man named Luther Gulich. • A public administrator in the late 1930’s, he developed PODSCORB as a set of concepts to help the United States: • manage their way out of the Great Depression. • manage their way through World War II.

3. PODSCORB: • Planning. • Organizing. • Directing. • Staffing. • Controlling, coordinating, communicating. • Reporting. • Budgeting.

4. Planning: • Who should help determine: • Ideals = the organization’s dream, the best situation, perfection. • Goals = attainable ideals. • Objectives = benchmarks to achieve on the way to the goal. • Encourage employee input!

5. Sample Plan: • Ideal = No work related injuries in 2018. • Goal = One ambulatory injury is acceptable. • Objectives = Management by objectives. • Researching applicable safety equipment. • Purchasing applicable safety equipment. • Installation of safety equipment. • Inspection of safety equipment. • Testing of safety equipment. • Training on safety equipment. • First-aid training.

6. Organizational Structure: • University President • Arts Bus. Ed. Engineering Pharmacy Tech. G.S. • ABE Bus. Elec. Health Tech. Trades • Culinary Cosmetology FBM Law OO MM • Arimo Dayton Malad Idaho Falls Rigby Terreton

7. Recommendations for the Organizational Chart: • Unity of command = You are directly accountable to one supervisor. • Your authority must be clear. (Management Theory and Practice) • Responsibility is assigned to your authority. • Span of control. Research by General Ian Hamilton, a British general in World War I. • “The average human brain finds its effective scope in handling six other brains.” (Management Theory and Practice, page 235) • Organize the chart by: (Management Theory and Practice, page 237) • Geography = Physical location. • Processes = Such as production, marketing, etc. • Purpose = Such as testing, therapy, treatment. • People = Such as job titles.

8. Modern Philosophy Regarding Organizational Structure: • Current technology allows managers to directly supervise about 11 to 14 people. • Keep the structure flat with few layers. • Personnel need prompt access to the higher echelons of the business or organization. (Management Theory and Practice, page 236)

9. Directing: • Scientific Management. • Human Relations Theory. • Theory X and Theory Y. • Hygiene’s Model. • Theory Z. • Expectancy Theory. • Military Leadership Model. • Peak Performance Model. • Total Quality Management.

10. T.Q.M. • Adopted by Japan in the 1950’s, it wasn’t until the 1980’s that the United States took notice of Edward Demming’s principles. • Constancy of purpose. • Don’t simply focus on the short term profit. • Do not award business on price tag alone. • Quality must count for something. • Drive out fear. • People must feel empowered to express themselves. • Improve constantly and forever. • Institute training and retraining.

11. T.Q.M. Continued: • It is a mistake to solely rely on technology to solve problems. • Most dissatisfied customers just switch to someone else, your competitor. • The consumer is the most important part of production. • There is no excuse for putting people on a job they know not how to do. • Weaknesses show up when competition comes in. • Workers are not responsible for bad systems. Managers are.

12. T.Q.M. Continued: • A business cannot stand to live with mistakes. • Be pro-active towards change. • Break down barriers between divisions. • Poor quality and service is unacceptable. • Supervisors are arbitrary. • The status quo will not do.

13. Staffing: • Identifying needs in personnel. • Recruitment. • Interviewing. • Vetting. • Testing. • Selecting. • Orienting. • Training. • Evaluating. • Disciplining. • Compensating. • Promoting. • Dismissing.

14. Controlling, Coordinating, Communicating: • Communications = Research suggests 70% of all problems stem from poor communications. • Methods: • Conference Call. • E-mail. • Fax. • Letters. • Meetings. • Memorandum. • Phone. • Social Media. • Video. • Webcams

15. Meetings: • Begin and end on time. • Be organized. • Come to closure. • Evaluate the environmental conditions. • Follow the agenda. • Have an agenda and provide it at least two days in advance to those attending. • Have credible facts and data. • Invite only those whose presence is necessary. • Limit individual discussion to three to five minutes. • Maintain the focus. • Meet during lunchtime or downtime.

16. Meetings Continued: • Notify those that will be making presentations. • Should be necessary. • Summarize.

17. Controlling: • Conduct employee evaluations. • Establish goals and objectives. • Follow protocol. • Get out among employees and customers. • Inspect all shipments. • Require dual signature purchase orders. • Reward good behaviors and sanction bad behaviors.

18. Controlling Continued: • Accountability. • Documentation. • Have them repeat it back. Has the image been transferred. • Keep employees pointed in the right direction. • Lead by example. • Listen. • Maintain an open door policy.

19. Reporting: • You cannot manage what you cannot measure. • Account Aging Reports. • Audit Review. • Bad Debt Write-offs Report. • Balance Sheet. • Budget. • Depreciation Schedule. • Income Statement. • Inventory Report. • OSHA Accident Report. • Statement of Change in Owner’s Position. • Tax Returns.

20. Budgeting: • “Test before you invest.” • Is a spending roadmap. Follow it! • Cash flow. • Zero based. • Top down or bottom up. • Be conservative in revenue projections and liberal in expense estimation. • Utilize histories where possible. • Contract inputs, especially through volume buying and cash discounts. • Provide incentives for cost savings. • “If you manage the pennies, the dollars will follow.”