supervision chapter 1

1. CHAPTER 1 -
INTRODUCTION

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. 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.  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. The levels of employees in a large management

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.  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.  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. SUPERVISO
R
Owner
Top Management
GuestsEmployee

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.  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.  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.  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.  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

16. 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

17. 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.

18. 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.

19. D. Humanistic management
 Blending of three system (deliberately or
instinctively, according to the needs of the situation,
the workers and personal style of leadership)

20.  Managerial skill essential to success of
management:
Technical
skills
Conceptual skillsHuman skills
Top management
Middle
management
Supervisory
management

21.  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.

22.  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

23.  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)

24.  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.

25. 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’

26.  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.

27. 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.

28.  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.

29. 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

30. 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)

31.  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.

32.  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

33.  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.

34.  Finding ways of long term higher order changes
in follower behavior.
 Process of gaining performance above
expectations by inspiring employees

35. 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

36. 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.