MGT274 Week Two Lecture

1. MGT274 Basic Supervision
Week Two
Course Overview
Chapters 3 & 4 Review and Discussion

2. Review – Chapters 1 & 2
Management Theories:
The Traditional Model (Theory X)
The Human Relations Model (Theory Y)
The Human Resources Model (Combo)

3. Give/Tell/Teach
Give a fish…
Teach to fish…

4. Functions for the Modern Supervisor:
Employment Laws
 https://webapps.dol.gov/elaws/elg
 Hourly Wage https://webapps.dol.gov/elaws/elg/minwage.htm
 Child Labor https://webapps.dol.gov/elaws/elg/childlbr.htm
 Safety/Health https://webapps.dol.gov/elaws/elg/osha.htm
 Benefits/Compensation https://webapps.dol.gov/elaws/elg/erisa.htm

5. Functions for the Modern Supervisor:
Sexual Harassment Laws
 SkillSoft – in the course for those who missed class

6. Chapter 3 – Goal Setting
 https://youtu.be/L4N1q4RNi9I

7. Goals/Objectives
 What is the difference?

8. Goals, Objectives, etc.
 GOAL—A broad primary outcome.
 STRATEGY—The approach you take to achieve a goal.
 OBJECTIVE—A measurable step you take to achieve a strategy.
 TACTIC—A tool you use in pursuing an objective aligned with your strategy.

9. Goals, Objectives, etc.
 Goals
 Brief, clear statement of an outcome to be reached within a specific timeframe
 Broad, general, tangible, and descriptive
 Not “HOW”, but what the result will look like
 Measurable in terms of quality and quantity
 What you are trying to accomplish at a large scale
Examples
 Increase profit margin
 Increase efficiency
 Capture a bigger market share
 Provide better customer service
 Improve employee training
 Reduce carbon emissions

10. Goals, Objectives, etc.
 Objectives
 Specific, measurable, actionable, realistic, and time-bound
 Series of objectives that must be attained to accomplish specific goals
 Define the actions that must be taken to reach the goal
Examples
 Earn at least a 20 percent after-tax rate of return on our investment during the next
fiscal year
 Increase market share by 10 percent over the next three years.
 Lower operating costs by 15 percent over the next two years through improvement
in the efficiency of the manufacturing process.
 Reduce the call-back time of customer inquiries and questions to no more than
four hours.
https://medium.com/shaping-work/goals-strategies-objectives-and-tactics-94319e8f6748
https://www.extension.iastate.edu/agdm/wholefarm/html/c5-09.html

11. Goals, Objectives, etc.
Action Plans – Action plans are statements of specific actions or activities that will be
used to achieve a goal within the constraints of the objective.
Examples of action plans within the context of goals and objectives are:

12. Goals, Objectives, etc.

13. Goals, Objectives, etc.

14. S.M.A.R.T. Goals (Objectives)

15. S.M.A.R.T. Goals: Specific
A goal should be precisely defined; not vague or ambiguous.
Make it Precise
What questions should you answer?
 Who needs to be involved, in order to achieve this goal?
 How can you encourage this person to collaborate?
 What do you want to achieve? And how will you know that the objective has been
achieved?
 When do you want to achieve my goal? What is the exact due date, and why?
 Which capabilities are needed? And which challenges do you need to overcome?
 Why should you achieve the goal?
 Where do you want to achieve your goal? (An answer to this question isn’t always
necessary.)

16. S.M.A.R.T. Goals: Measurable
Goals need to be measurable. Hence, you need to decide about the metrics you want
to use for measuring your objectives.
 What questions should you answer?
 How can you measure progress? And how do you know if you’ve successfully met
your goal?

17. S.M.A.R.T. Goals: Achievable
You should be able to achieve your goal within the given time frame. Don’t neglect the
encouraging aspect of reaching a goal.
 An objective can be ambitious, but keep in mind that not achieving your goal can
damage your motivation. Hence, it makes sense to link it with your abilities and
competencies.
 If you think that you can’t achieve a certain goal, think about your missing skills.
 What questions should you answer?
 Are you capable of achieving the goal?
 Do you have the needed skills? If you don’t, how can you acquire them?

18. S.M.A.R.T. Goals: Relevant
A SMART goal should have a direct influence on your overall goals. If there is no
connection between them, consider reviewing the goal again. Chances are that it isn’t
relevant enough, so you should aim for something else.
 What questions should you answer?
 Why should you achieve this goal?
 What is the impact of achieving the goal?
 How does the goal relate to your overall team and company goals?

19. S.M.A.R.T. Goals: Timely
It’s important to determine a due date for each of your SMART goals. You need
to derive suitable tasks, which will help you reach a certain goal. To determine the due
date of the overall SMART goal, you need to sum up the estimated time it will take to
finish all of the derived tasks.
 What questions should you answer?
 What tasks need to be finished to achieve the goal?
 How long does it take to finish these tasks?
 When is the due date for your goal?
 Can the goal be achieved before this date?

20. S.M.A.R.T. Goals: Statement
It’s now time to craft a compelling statement, which you can refer to for daily
motivation, share, etc.
Here’s the framework of the statement:
 To [achieve this goal], [you, your team, or your company] will [complete this
action] by [set due date].
 [I, Our team, Our company] will [verb] [goal] by [time] to achieve [result].
 [Specific people] will [Measurable task] [Achievable goal] by [Time-Bound
target] to achieve [Relevant result].
https://blog.filestage.io/smart-goals-template/

21. S.M.A.R.T. Goals
Not Perfect
Starting point, and good for business

22. Mission, Vision, etc.
 Vision – Big picture of what you want to achieve.
 Mission – General statement of how you will achieve the vision.
A companion statement often created with the vision and mission is a statement of…
 Core Values – How you will behave during the process.

23. Mission, Vision, etc.
 Vision Statement – A mental picture of what you want to accomplish or achieve.
For example, your vision may be a successful winery business or an economically
active community.
 A successful family dairy business.
 Mission Statement – A general statement of how the vision will be achieved. The
mission statement is an action statement that usually begins with the word "to".
 To provide unique and high quality dairy products to local consumers.
 Core Values – Core values define the organization in terms of the principles and
values the leaders will follow in carrying out the activities of the organization.
 Focus on new and innovative business ideas
 Practice high ethical standards.
 Respect and protect the environment.
 Meet the changing needs and desires of clients and consumers.

24. Communicating Goals
 Written Goals - If a goal is in writing there will be no confusion regarding what is
expected
 Meet with Individual Team Members - To further avoid confusion the supervisor
will meet in person with every member of the team and assure that each member
fully understands the goals.
 Meet with the Team - Gather the team together and again detail the goals. Open
the discussion to questions to assure the is no confusion
 Get Commitment - Make sure everyone is on-board and fully committed to
successful completion of the goals.
 Keep Communicating - Keep the lines of communication open throughout the life
of the goals. This may mean pep rallies, write-ups in the company newsletter,
slogans or anything else that will keep the team focused.

25. Effective Communication
Communication Methods
 Formal communications - mostly in procedures.
 The proper procedure to perform a task.
 What are some types of formal communication
 Informal communication - two way communication between people.
 Between two managers or a supervisor and an employee.
 Create a climate that encourages open and free discussions.

26. Effective Communication
Verbal or Written Communication: Which one is the best for the situation?
Verbal
 Time-sensitive, immediate action/direction needed, etc.
Written
 When detailed or complex communication is required
 More formal and lengthier.
 Memos, emails, presentations, etc.

27. Effective Written Communication
Written communications take thought and care in preparing.
Who is your intended audience? Know who you plan to communicate with.
Communication with the CEO is a whole lot different than dealing with hourly
employees
Organize. Make sure you know what you plan to communicate. Nothing is worse than
memo that goes on and on and never makes a point
Write as you speak. Don’t try to write a memo like you are Ernest Hemmingway. The
memo comes from you and should read like you wrote it.
Keep it Short. Don’t write a book. Get to the point quickly.
KISS. Keep it simple.
Practice. Just like an assignment for class. Write and rewrite if necessary to eliminate
errors etc.
Be Positive. Negative memos tend not to get read.

28. Communication Obstacles
Can’t seem to get your point across?
Cultural: Not all people think the same way you do. A misspoken word or improper
gesture can ruin you’re your day.
Background: Understand you may have different backgrounds.
 Avoid slang.
Emotions: Count to ten before speaking or writing it down.
Overcoming Obstacles: Common sense is the best advice when it comes to
overcoming obstacles.
 Think before you say or write something
 Be a good listener
 Watch your body language
 Ask for feedback (improvement)

29. Communication
 Engaged listening
 Nonverbal communication
 Managing stress in the moment
 Be confident
 Ask questions/seek feedback
 Open-ended…
 Know your audience
 Keep it simple
 Be empathetic and understanding
 Pause before reacting/responding
 (Slightly) Over communicate

30. Communication
https://youtu.be/Ks-_Mh1QhMc

31. S.M.A.R.T. Goals Assignment
 Develop ten (10) SMART goals.
 Five (5) short-term
 Three (3) medium-term
 Two (2) long-term SMART goals.
Due week four (4)
*Handout