Supervisory Concepts and Techniques S-201

1. Supervisory Concepts and Techniques S-201 NFES 1234

2. INTRODUCTION

3. INTRODUCTION • INTRODUCTION • Welcome • Administrative information (meals, breaks, phone messages) • Introduce instructors and trainees • Present course purpose • Review the course objective

4. COURSE OBJECTIVE Through instruction, exercises, and discussion, the trainee will apply the principles of communication and supervisor required of a single resource boss to perform on a wildland fire incident. 00-01-S201-VG

5. UNIT 0 – EXPECTATIONS Address trainee’s expectations. Supervisor’s job focuses on subordinates’ safety, welfare, and productivity. See student workbook cover. 00-02-S201-VG

6. 00-02-S201-VG

7. INTRODUCTION • EXPECTATIONS • Trainee expectations exercise • Instructor expectations • Attend all sessions. • Be ready to start on time. • Participate and share ideas. • Do your best to meet the performance objectives outlined for the course and for each unit. • Trainee evaluation of course.

8. INTRODUCTION • COURSE AGENDA AND MATERIALS • Agenda • Instructional method • Short lecture • Interactive exercises • Student Workbook • A note taking aid • Reference material • Exercises

9. INTRODUCTION • Pre-course work • The trainee pre-course material will be covered later in the course in the ethics and leadership units.

10. INTRODUCTION • TRAINEE PERFORMANCE • Each unit has measurable objectives which define what the trainee will be expected to do upon completion of that unit. • To satisfy the course objectives, the trainee is required to participate in the exercises and discussions throughout the course.

11. INTRODUCTION • CERTIFICATION There are no tests. The course coordinator will certify successful completion and send notification to the trainee’s supervisor.

12. SUPERVISOR RESPONSIBILITIES

13. UNIT 1 – SUPERVISOR RESPONSIBILITIES OBJECTIVES Define a supervisor’s: • Role • Legal responsibilities • Relationships with subordinates • Benefits and rewards 01-01-S201-VG

14. SUPERVISOR RESPONSIBILITIES • INTRODUCTION • What is a supervisor?

15. SUPERVISOR RESPONSIBILITIES • ROLE, RESPONSIBILITLIES, RELATIONSHIPS, AND BENEFITS/REWARDS • Role • A supervisor’s role or function is to: • Receive directions from higher-up and give feedback. • Communicate directions to subordinates and receive feedback.

16. SUPERVISOR RESPONSIBILITIES • Ensure safe performance and appropriate behavior of assigned group. • Provide leadership and set an example. • Provide adequate resources (such as equipment and logistical support) to get the job done.

17. SUPERVISOR RESPONSIBILITIES • Legal responsibilities • A Supervisor is accountable for the group’s performance and behavior and must: • Ensure safety. • Enforce policies. • Enforce rules and regulations.

18. SUPERVISOR RESPONSIBILITIES • Take immediate action to correct and prevent inappropriate behavior. • Document important actions or situations that could have ramifications later on.

19. SUPERVISOR RESPONSIBILITIES • Relationships with subordinates • Build trust with subordinates. To do so requires predictable performance and professional behavior. • Subordinates must understand they are responsible in the relationship to communicate with the supervisor. • Promote two-way communication between subordinates and supervisor. • The supervisor will guide subordinates toward the organization’s goal or mission.

20. SUPERVISOR RESPONSIBILITIES • Benefits and rewards • Higher pay, more training, promotions, more responsibility • Access to more information (“in the know”) • Increased feeling of belonging or being needed • Opportunity to learn new skills • Respect of community

21. SUPERVISOR RESPONSIBILITIES • Ability to improve or change the system • A chance to promote the idea that the good of the whole is better than the sum of its parts. In other words, people working in unity produce more than people working individually.

22. UNIT 1 – SUPERVISOR RESPONSIBILITIES OBJECTIVES Define a supervisor’s: • Role • Legal responsibilities • Relationships with subordinates • Benefits and rewards 01-01-S201-VG

23. ETHICS

24. UNIT 2 – ETHICS OBJECTIVES • Define ethics and describe their relevance to the role of a supervisor. • Identify criteria to determine if a decision is ethical. • Given a questionable ethical situation, identify information sources available to supervisors for consultations. 02-01-S201-VG

25. ETHICS • INTRODUCTION • ETHICS AND THEIR IMPACTS • The issue of ethics has a direct impact on the supervisor. The supervisor must make decisions, provide guidance and leadership, and set an example for subordinates in the context of what is right/wrong, acceptable/unacceptable, or good/bad.

26. ETHICS • Ethics: • What are they? • A system of conduct. • Principles of honor and morality. • Guidelines for action. • Rules or standards. • Expected behavior. Ethics are a code of conduct on which we base our behavior or judge the behavior of others. Because each person is different, in addition to our own code, the government has developed a Code of Ethics for Government Employees and Standards of Conduct and Conflict of Financial Interest.

27. ETHICS • CHARACTERISTICS OF AN ETHICAL LEADER • Sets example of model ethical behavior. • Attempts to balance their personal ethics with the organization’s ethical requirements. • Considers impact of decisions on all individuals affected. • Operates with integrity, honesty, and courage. • Approaches ethics with a positive attitude and clear conscience.

28. ETHICS • CRITERIA TO DETERMINE AN ETHICAL DECISION • Ask yourself, “if I did this”: • Would I be embarrassed, ashamed, defensive, or feeling guilty? • What I object to the decision being published? • Would I risk criticism for my decision? • Could I justify and defend my decision to my harshest critics? • Have I considered everyone that is affected? • Would it feel right and is my conscience clear?

29. ETHICS • CONSIDERATIONS FOR ETHICAL DECISIONS • Determine the problem which requires an ethical decision. • What guidelines exist in your agency manuals to assist you in ethical matters? • What sets the standards for day-to-day ethical decisions?

30. ETHICS • Where do you go for additional help regarding ethics or making an ethical decision? (Next higher level supervisor and/or agency ethics counselor.) • The bottom line is that each person must know and honor existing guidelines, but make decisions based on his or her own personal ethics, ideals, and convictions. • We must also rely heavily on the Code of Ethics for government employees and the standards of conduct and conflict of financial interest prohibition set forth by statute and regulations.

31. ETHICS There are no formulas for the gray areas, or for the tough decisions. A major part of ethical behavior is accepting that you must do what you believe is right, given the specific situation, and be prepared to justify and defend your decision if necessary. If you have any questions about a specific situation, contact your agency ethics counselor to provide you with the most current information.

32. UNIT 2 – ETHICS OBJECTIVES • Define ethics and describe their relevance to the role of a supervisor. • Identify criteria to determine if a decision is ethical. • Given a questionable ethical situation, identify information sources available to supervisors for consultations. 02-01-S201-VG

33. WORKPLACE DIVERSITY

34. UNIT 3 – WORKFORCE DIVERSITY OBJECTIVES • Define workforce diversity, civil rights, affirmative action, and equal employment opportunity. • Describe the supervisor’s role in recognizing, supporting, and utilizing a diverse workforce. 03-01-S201-VG

35. WORKPLACE DIVERSITY • INTRODUCTION • What is workforce diversity? • It is the process of creating, appreciating, and maintaining an environment that promotes a diverse workforce which includes employees of differing race, color, age, sex, national origin, religion, marital status, and people with disabilities. It is an environment where each individual can perform at his/her fullest potential at all levels of the organization while contributing to the accomplishment of the agency mission and workforce goals.

36. WORKPLACE DIVERSITY • DEFINE CIVIL RIGHTS, EQUAL EMPLOYMENT OPPORTUNITY (EEO) AND AFFIRMATIVE ACTION • Civil Rights • Based on Civil Rights Act of 1964 which gives U.S. citizens rights to equal opportunities and treatment regardless of race, color, religion, sex, national origin, age, or physical or mental handicap.

37. WORKPLACE DIVERSITY • Equal Employment Opportunity (EEO) • Provides equal opportunities to everyone. It is against the law to discriminate on the basis of race, color, sex, religion, national origin, age, or physical or mental handicap. Federal EEO policies apply to all areas of employment and promote development of employees potential through a continuing affirmative action program.

38. WORKPLACE DIVERSITY • Affirmative Action • Taking measurable steps to eliminate employment imbalances and barriers to equal job opportunity affecting minorities, women, and disabled individuals.

39. Differences Between EEO and Affirmative Action 03-06-S201-VG

40. Differences Between EEO and Affirmative Action 03-06-S201-VG

41. WORKPLACE DIVERSITY • SUPERVISOR’S ROLE • It is the supervisor’s duty to ensure that all laws and regulations regarding civil rights, EEO, and affirmative action are followed by yourself and your subordinates, WHETHER OR NOT YOU AGREE WITH THESE REGULATIONS.

42. WORKPLACE DIVERSITY • Responsibilities • Fully endorse, support, and advocate Civil Rights policies and programs. • Be able to briefly define and explain the program’s activities to all employees. • Facilitate alliances between minorities and majorities. • Correct any inappropriate actions of your subordinates. Violations can result in disciplinary and legal action.

43. WORKPLACE DIVERSITY • Managing Differences • Valuing diversity is a critical factor for success. • The benefits of diversity are not automatic. Diversity must be well managed. • The success of employees, and that means the success of their supervisors, depends on their knowing the rules and having the right skills for their jobs. They must have access to information, relationships, and opportunities that will enable them to perform.

44. WORKPLACE DIVERSITY • Stereotypes and assumptions interfere with evaluations and sound decision making. The effective supervisor will always examine his/her assumptions and interact with others on an individual basis. • Cultural differences do affect values and work styles. Effective supervisors must learn as much as possible about the cultures represented in their organization and work towards an effective balance between helping individuals adapt to the organization’s culture and changing that organizational culture to accommodate diversity.

45. WORKPLACE DIVERSITY • Diversity is not really new for many supervisors, because all people are different. However, most supervisors have not had much experience managing the kinds of differences now found in the increasingly multicultural workplace. Managing diversity will require openness, flexibility, commitment to learning, and most of all, respect for differences.

46. WORKPLACE DIVERSITY • CULTURE/VALUE DIFFERENCES • An organization can respond to differences in culture/values in two ways. • It can ignore the differences and expect “newcomers” to adapt, or • Stress sensitivity on the part of employees toward “newcomers,” and recognize that they can bring valuable skills and different perspectives.

47. WORKPLACE DIVERSITY • Keys to cross-cultural communications • Understand that communication styles are not universal. • When communications cause conflict, be aware that problems might have more to do with style or process than with content or motives.

48. WORKPLACE DIVERSITY • Learn to listen across cultures. • Individuals must learn to understand different communication styles.

49. WORKPLACE DIVERSITY • Know that communicating well across cultures requires extra effort. • Good communication requires commitment and concentration. • To be a good cross-cultural communicator you: • Must feel genuine respect for others. • Must find ways to communicate so that you will be understood. • Must learn to adapt your communication style to the situation.

50. WORKPLACE DIVERSITY • Think about the process of communication. • Constantly ask yourself, “What’s going on here?” • Look at what might be getting in the way of understanding. • Check for assumptions. • Test for understanding.