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Supervision Skills course free sample
- 2. FREE SAMPLE Visit our website for full package https://readytotrainmaterials.com
- 3. Ground Rules Pls.Keep it Silent Non Smoking Area
- 4. Introduce yourself Please Introduce yourself to the group briefly Name Department in which s/he works Role Background An achievement your are proud of Have you been to previous Time Management training? www.ReadytoTrainMaterials.com 4
- 5. Course Logistics • Self-introduction • Comfortability (vision – sound - A/C) • Breaks • Questions • Participation Wishing you a successful course
- 6. Course Objectives To assist supervisors in developing their leadership skills to meet the business challenges of today and tomorrow. To provide supervisors with a sound understanding of their roles within their organizations.
- 7. Course Contents The Changing Business Environment Roles and Responsibilities of Supervision Supervisory Skills
- 8. • Functions of Management • The Managerial Skills •Styles of Management • The Changing Role of Management Part 1: The Changing Business Environment
- 9. • Role of a Supervisor • Traits of a Successful Supervisor • Styles of Supervision • Tips to the Supervisor • What the Supervisor Rewards Part 2: Roles and Responsibilities of Supervision
- 10. • Effective Communications • Managing Meetings • Problem-solving and Decision-making • Team-building • Objective Setting • Time Management • Delegation • Motivation Part 3: Supervisory Skills
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- 13. Management “The process of organizing methods, materials, manpower, and other resources to achieve organizational goals”
- 14. Why Studying Management Is Important?
- 15. The Theory of Management
- 16. … is more art than science. Managing is working with and through other people to accomplish the objectives of both the Organization and its members .. the process of organizing methods, materials, manpower and other resources to achieve organizational goals
- 17. Management Levels Top Middle Supervision Strategic level Technical level Operations level Employees / Individual Contributors
- 18. Span of Control “Hierarchy” Strategic level Technical level Operations level Employees
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- 21. Evolution of Management Theories Economic aspects Classical period 1880-1927 Behavioral aspects Contemporary period 1930-1960 Information Technology Post-Modern period 1965-till now
- 22. Hawthorne Studies (1924 – 1927) A turning point in management • AT&T corporation / Harvard school of management • Effect of the industrial environment on productivity • Interviewing workers • The power of informal groups
- 23. Conclusion “Managers realized that to get the job done meant enlisting the cooperation of workers”
- 26. The Management Process Demonstrates good technical skills Individual contributor SupervisorNo managerial skills or competencies are demonstrated yet
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- 28. The Management Process Demonstrates good technical skills Manager Demonstrates good managerial skills and competencies Individual contributor Supervisor
- 32. Planning • Setting goals and objectives • Identifying income and expense drivers • Overcoming/changing paradigms
- 33. • Authority levels • Defining roles and responsibilities • Who to do what • Workload distribution • Handling emergencies Organizing
- 34. Controlling • Aligning activities and processes with company’s objectives • Establishing performance standards • Monitoring performance
- 35. Coordination • Verification of alignment • Developing inter-departmental relations
- 36. Planning Strategic Measuring & evaluation Controlling Developing people Operational Management control Operational control Feedback The Management Process
- 38. What Is a Management Skill ? • The capabilities that are important for successful performance as managers and supervisors • You need to demonstrate these skills to carry out your role in achieving results through your employees
- 39. What Are the Basic Skills That a Supervisor Needs to Enable Him Achieve His Objectives? Question
- 41. The Managerial Skills Specific expertise: - Engineering - Finance - Accounting - Administration Communication Delegation Negotiation Motivation Team-building Rewarding Planning Organizing Controlling Coordination Decision-making Problem-solving Time management Technical InterpersonalIntellectual
- 45. Coercive • Assigns unpleasant tasks • Doesn’t listen to subordinates • Makes subordinates’ life hard • Reacts effectively in crisis situations Do what I tell you
- 46. Pace-setter • Makes subordinates proud of what they are doing • Sets high standards of performance • Will not forgive mistakes Expects perfection
- 47. Questions When is the supervisor required to be democratic? When is the supervisor required to be coercive? When is the supervisor required to be authoritative? What are the disadvantages of being affiliative?
- 48. Managers’/ Supervisors’ Perception of Subordinates
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