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Chapter 1 intro

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supervision chapter 1

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Chapter 1 intro

  2. 2.  Describe the primary role of a supervisors  Outline the supervisor’s obligation & responsibilities to owner, customers & employees.  Describe briefly the important functions of management  Managerial skills used by hospitality supervisors  Explain the concept & characteristic of leadership
  3. 3. IntroductIon Supervisor’s role Obligation & Responsibilities The functions of management Managerial skill Leadership style Nature of leadership Owner Guests Employees Theory of people management: i.Scientific management ii.Human relation theory iii.Participative management iv.Humanistic management Technical skill Human skill Conceptual skill Autocratic Bureaucratic Democratic Laissez-faire
  4. 4.  Supervisor is any person who manage people who make products and/or perform services.  Usually supervisor is the manager & responsible for the unit /department.  Roles:  Output of the people supervised (quality & quantity of the product and services)  Meeting the need of employees  Ensure the production of good & service  Motivating & stimulating employees to do job
  5. 5. The levels of employees in a large management
  6. 6.  The various level of management, with authority & responsibility handed down from the top, level by level.  Authority – right & power to make the decision and takes action to get the job done.  Responsibility – obligation that a person has to carry out certain duties & activities.
  7. 7.  When become a supervisor, the responsibilities are management responsibilities.  Will be a part of setting standards rather than seeking to attain performance goals set by other  Accountable for achieving department goals & keeping team motivated & productive.
  8. 8.  To maintain a reputation of excellence, SV responsible for:  Achieving or exceeding the expected results  Communicating affectively  Building a winning team  ‘walking your talk’ = setting good example  Positive work environment  Motivating your team  Working efficiently & effectively with manager & peers.  Coaching & mentoring your team  Getting the resource to do the job  Treating all team member fairly & equally
  9. 9. SUPERVISO R Owner Top Management GuestsEmployee
  10. 10.  The primary obligation to owner is to make profit.  To run things their way  To oversee their system  See a better way to doing something  Find out what they want & be sensitive to their expectation
  11. 11.  Run a Hospital Kitchen  No profit involved  Follow the system is absolute, health of patients is important  Food is basic element in patient care.  Every recipe must be followed  Sanitation procedure  As SV must not change thing without authority.
  12. 12.  In hotel & restaurant, guests are the source of its profit.  SV output & employees represent the company.  To see the worker are delivering on the promises of products & services offer  Example: hotel or restaurant, hospital, school cafeteria, army or navy kitchen.
  13. 13.  SV represent management  Value for employee is the way the boss treats them.  Poor work climate – high labor turnover, low productivity, poor quality control.
  14. 14.  A manager is a person who directs and controls an assigned segment of the work in an enterprise.  SV often do not have the title manager , BUT the job of SV is slightly same with the manager
  15. 15. A. Scientific management  Start around 1990 from Frederick Taylor  To increase productivity by applying a scientific approach to human performance on the job.  Developed time-and-motion studies  4 essential features: i. Standardization of work procedures, tool & condition ii. Careful selection of competent people (training & elimination) iii. Complete & overseeing of the work iv. Workers share of the increased productivity
  16. 16. B. Human Relations Theory  Studies made at Hawthorne plant of Western Electric Company (1930s and 1940s).  Effect on productivity of changes in working condition  Involve social factors, the sense of belonging to a work group.
  17. 17. C. Participative management  Real meaning of the Hawthorne experiments  Workers participate in the decisions that concern them.  Manager still lead & make final decision  But discusses plan & procedure and policies with the work group (considers their input)  Total system is probably not suited to the typical fdservice or lodging ent.
  18. 18. D. Humanistic management  Blending of three system (deliberately or instinctively, according to the needs of the situation, the workers and personal style of leadership)
  19. 19.  Managerial skill essential to success of management: Technical skills Conceptual skillsHuman skills Top management Middle management Supervisory management
  20. 20.  Ability to do the tasks of the people you supervise.  You should know the task involve and how they carried out.  Sometimes SV pick up the skills from their worker.  Some SV need to go through the same skills training as the workers.
  21. 21.  Skills of handling people  Attitude towards the people who works for you  Sensitivity, ability to perceive each person’s needs, perception, values, personal quirks  Self awareness, aware of own behavior as it appears to others.  Human skill come with practice
  22. 22.  Ability to see the whole picture and the relationship of each part to the whole.  The skilled comes in using that ability on the job.  Need to arrange the work of each part of operation (run smoothly with other part)
  23. 23.  Leader is  someone who guide or influences the action of their employees to reach certain goals.  a person whom people follow voluntarily.  Leadership  Direction and control of the work of others through the ability to elicit voluntary compliance.
  24. 24. Formal authority Have right to command, you are the boss & have the power. E.g. Control the hiring, firing, raises, rewards, discipline & punishment. Real authority Conferred in your subordinate, have to earn right to lead them Do the right things right ‘Manager are people who do the things right, and leaders are people who do the right things’
  25. 25.  Leadership style is refer to pattern of interacting with subordinates:  How you direct & control the work of others  How you get them to produce the goods & services  Including manner of giving instruction, method & technique to motivate workers and to assure the instruction are carried out.
  26. 26. Autocratic Bureaucratic Democratic Laissez- Faire Sees themselves as sole decision maker Strictly by the book Almost a reversal of autocratic Hands off approach Shows little concern about other’s opinion Relies on rules and regulations Wants to share responsibilities Turn over control; delegates authority Focuses on completing goals Act like they are a police officer Collaborates opinions when decision making Works well when employees are self motivated dictates tasks to be accomplished Appropriate when employees are permitted no discretion Is a concerned coach of the team Little application in the hospitality industry.
  27. 27.  In hospitality industry, deal with hourly workers using command-obey method.  Reward & punishment  E.g. cursing, shouting & threatening to arouse fear to motivate the workers.  This is autocratic method of managing employees.
  28. 28. According to McGregor:  Theory X  Fit the old style hospitality manager  Autocratic style  Describe the faulty assumption about the human being  Theory Y  Revised view of human nature  Emphasis on using workers talent, need & aspiration to meet the goals  Worker will work on their own
  29. 29. Theory X Theory Y •Inborn dislike of work & will avoid it •Coerced, control, directed, threatened with punishment to get the work done •Prefer to be led, avoid responsibility, lack ambition & want security • people do not dislike it inherently. •work on their own according to the objectives to which they feel committed. • Fulfill inner needs (self respect, independence, achievement, recognition, & desire for security)
  30. 30.  Model developed by Kenneth Blanchard & Paul Hersey  Leadership behaviors are sorted into 2 : •Combination of this 2 categories , came up 4 leadership style Directive behavior Supportive behavior  Telling an employee exactly what you want done, as well as when and how to do it. Focus to get job done Used when worker learning a new aspect To show caring & support to employees By praising ,encouraging, listen to their ideas, involve them in decision making. Best used when employees lack commitment to do a job.
  31. 31.  4 possible leadership style: i. Directing style  When workers has much commitment but little competence to do the job i. Coaching style  When new workers get into their job, lose initial excitement. i. Supporting style  When workers become technically competent on the job i. Delegating style  When workers show both commitment and competence
  32. 32.  Motivate workers by appealing to their self -interest  Worker do their jobs & gives their compliance in return for reward.  Stress communication of job assignment, work standard & goals.
  33. 33.  Finding ways of long term higher order changes in follower behavior.  Process of gaining performance above expectations by inspiring employees
  34. 34. Communicate with & inspire worker about mission & objectives of the company Act as a coach & mentor to support, develop, empower workers. Provide worker with meaningful, interesting & challenging job
  35. 35. 1. What is the primary role of a supervisor? 2. Briefly discuss the obligations that a supervisors has to his employees. 3. What is leader? 4. What are the difference between autocratic, bureaucratic, democratic & Laissez-faire. 5. Identify the six practices of successful managers.