2. SUPERVISI
Tujuan pembelajaran:
• Memahami peran supervisor.
• Identifikasi keterampila supervisor yang dibutuhkan.
• Memahami konsep Situational Supervision.
• Identifikasi perilaku yang terkait dengan gaya supervisi
dan pengembangan karyawan.
• Mampu menggunakan check list supervisi dan monitoring
tool
4. DEFINISI SUPERVISI
MEMOTIVASI AGAR MELAKUKAN YANG TERBAIK
• Supervisi sering dipahami sebaga tugas supervisor untuk
mengawasi produktivitas dan progres pekerjaan yang menjadi
tanggungjawabnya.
• Supervisi adalah aktivitas manajemen dan supervisor
merupakan salah satu peran dalam manajemen.
• Supervisor meneruskan info dan perintah dari manajer
kepada karyawan dan mereka bertanggungjawab dalam
penyelesaiannya.
• Supervisor bisa dipahami sebaha seni atau proses dimana
individu atau grup dapat mengawasi pekerjaan pekerja lain
dan mengontrol untuk meningkatkan produktivitas dan
kualitas pekerjaan dan juga karyawan yang bersangkutan
7. TANGGUNGJAWAB
• Mengkomunikasikan dan klarifikasi tugas utama,
prioritas, dan ekspektasi hasil pekerjaan.
• Menetapkan dan mengkomunikasikan performance
standards.
• Monitor kinerja karyawan melalui observasi, diskusi,
dsb.
• Mendokumentasikan pencapaian kinerja karyawan.
• Memberikan coaching secara kuntinyu dan feedbcak
yang konstruktif setiap waktu.
8. TANGGUNGJAWAB (contd.)
• Mengelola review penilaian karyawan (setahun
sekali).
• Memperbaiki karyawna berkinerja buruk dan
mendorong yang berkinerja baik.
• Membantu karyawan untuk mengembangkan skills
dan kemampuan untuk meningkatkan kinerja .
• Memberikan info yg penting, sumberdaya, dan
kesempatan untuk membantu mencapai sasaran
kinerja
9. Manajemen kinerja
• Uraian jabatan
• Standar kinerja
• Observation & Feedback (coaching,
counseling, monitoring)
• Penilaian kinerja
• Pengembangan kinerja
10. Matrix analisis kinerja
High
A B
appropriate job knowledge and skills?
Motivation Resource or
Does the employee have the
Environment
C D
Selection Training
low
low Does the employee have the proper High
attitude (desire) to perform the job?
11. Masalah kinerja
(Alasan mendasar kenapa karyawan tidak berkinerja baik)
• Kurang keterampilan
• Kurang informasi
• Masalah motivasi
• Masalah pribadi
• Masalah lingkungan
12. Tahapan karyawan bergabung dalam organisasi
• Apa yang saya dapat ?
• Apa yang dapat saya beri ?
• Apakah saya akan tetap di sini?
• Bagaimana kita semua dapat berkembang
bersama?
13. Bagaimana cara memotivasi?
• Memahamkan kinerja yang seperti apa yang diharapkan
• Memberikan peralatan dan perlengkapan kerja Do I have the
materials and equipment I need to do my work right?
• Mendorong untuk melakukan pekerjaan sebaik mungkin
dalam setiap kesempatan
• Memberikan recognition atau pujian kepada bawahan kaena
kinerjanya bagus.
• Memberikan perhatian terhadap kesulitan selain pekerjaan
• Memberikan kesempatan untuk mengembangkan diri.
14. Bagaimana cara memotivasi? (contd.)
• Memberikan perhatian terhadap opini yang muncul dari
bawahan
• Meyakinkan bahwa posisi setiap karyawan adalah penting
untuk mendukung misi perusahaan
• Menciptakan lingkungan kerja yang memiliki komitmen
terhadap peningkatan kualitas kerja.
• Menciptakan iklim persahabatan.
• Mereview progres kerja dan pencapaian kinerja secara
berkala
• Memberikan kesempatan untuk meningkatkan kapabilitas
16. Monitoring
Monitoring: pengukuran secara terus menerus dan
rutin terhadap pekerjaan yang sedang
berlangsung
4. Cek dan melihat kemajuan pekerjaan
6. Analisis situasi
8. Merespon isu, masalah, dan kesempatan yang
baru
20. Perbedaan antara Monitoring and
Evaluasi
Monitoring Evaluasi
Frekuensi Continuous Episodic (end of
project)
Fokus Tracking Progress / Critique
Oversight
Tujuan Improve efficiency, adjust Improve
work plan effectiveness,
impact, future
projects
21. Perbedaan antara Monitoring and Evaluasi
(contd.)
Monitoring Evaluasi
Komponen Inputs, outputs, process Effectiveness,
outcomes, work plans relevance, impact,
cost-effectiveness
Sumber Routine systems, field Same + surveys,
informasi observations, progress
reports, rapid
assessments
Penanggun Project manager, Program
gjawab program manager, managers,
supervisor, team lead external parties,
policy-makers,
beneficiaries
Notes de l'éditeur
Once you have laid out your plans to manage a project, and that project is underway, you need a way to track the progress of your project. Monitoring is the routine or continuous measurement of progress while the project is ongoing. It consists of checking and measuring project progress by focusing on project’s quality, time, and cost. It also consists of analyzing the current situation. This means comparing the development of the project to the original plan, and identifying the causes and impacts of any deviations from the plan. Monitoring also includes reacting to new events, opportunities, and issues and identifying necessary actions and responses.
Evaluation is a broad term used to describe an effort to describe and understand a situation. Evaluation consists of the measurement of project progress toward reaching the measurable objectives that were laid out in the management plan. It is a way both to improve public health programs and account for their impact. Evaluation takes place when the development of a project is completed. A project can be evaluated based several aspects shown in the diagram. Balancing the tradeoffs between time, cost, and scope all affect a project’s quality. Evaluating a project on its timeliness would examine whether specific actions and the project as a whole were completed on time. Quality is concerned with whether the project has met the quality standards that were set at the start of the project. Cost, as you know is vital to keep under control, but the amount of money spent contributes to the balance between time, scope and quality. For example, a project of a larger scope will cost more; to keep costs down you may try and complete the project more quickly, but this will affect the quality with which you are able to implement the project.
The mechanics of conducting monitoring and evaluation are very similar. In fact, monitoring is a type of evaluation – it is essentially an evaluation that occurs while a project is ongoing. This table highlights the differences between monitoring and evaluation. Monitoring is continuous while the project is ongoing. Evaluation is episodic and usually occurs at the end of a project. Monitoring tracks the progress of a project and oversees it, whereas evaluation offers a critique of the project. The purpose of monitoring is to improve efficiency and adjust work plan. The purpose of evaluation is to improve effectiveness, impact, and future program development.
Monitoring focuses on inputs, outputs, process outcomes, and work plans, while evaluation focuses on effectiveness, relevance, impact, and cost-effectiveness. The information source for monitoring are routine systems, field observations, progress reports, and rapid assessments. The information sources for evaluation are mostly the same, but have two extra components- surveys and studies. Monitoring is conducted by program manager, community workers, community beneficiaries, funders, and supervisors. Evaluation in conducted by program managers, supervisors/funders, policy makers, and beneficiaries. Source: National HIV/AIDS Program Monitoring & Evaluation, The Caribbean Health Research Council. Downloaded from www.chrc-caribbean.org on October 15, 2007.
