1. Supervision: Managing to Achieve Results
Chapter 1
Supervision: Meeting
Challenges and Obeying Laws

2. Supervision
• Many managers are never formally trained to
be managers.
• The earliest theories of management primarily
consisted of three different views:
– the traditional model.
– the human relations model.
– the human resources model.
• The only thing these three theories have in
common is that each one attempts to
construct a single model of motivation that
would apply to every employee in every
situation.

3. Management Models
• The traditional model arose in part due
to a need to increase worker
productivity at the beginning of the
twentieth century.
– Based on Taylor’s research, he believed,
among other things, that more efficient
workers should be paid higher wages
than less efficient workers.

4. Traditional Management Model
Assumptions
Frederick W. Taylor (1856 – 1915)
• Most people do not like to work
• Most people will avoid work if at all possible
• What people do is less important than what
they earn for doing it
• Few people want or can handle work that
requires creativity or self direction

5. Management Models
• The human relations model proposes
that managers can motivate their
employees by making them feel useful
and important.

6. Human Relations Model Assumptions
• Workers want to feel important, valued, and
useful
• Workers want to belong and to be recognized
as individuals
• These social needs are more important than
money in motivating people to work

7. Management Models
• The human resources model criticized
both of the earlier models as being
oversimplified and flawed.
– Theory X management assumes that people
are inherently lazy and need to be driven to
perform.
– Theory Y management assumes that people
basically want to do a good job.
• Good managers are up to the task of
working with people - helping them,
listening to them, encouraging them,
and guiding them.

8. Times are Changing in Business
The following factors are creating rapid and constant
change in today’s new business environment
• Surge of global competition
• New technology and innovation
• Flattening of organizational hierarchies
• Widespread downsizing, reengineering and layoffs
• Rise of small business
• Changing values of today’s workers
• Increasing demand for better customer service

9. Management Challenges
• Managers today face a new reality in the
partnership of managers and workers in the
workplace.
• Managers are finding out that they can’t command
their employees’ best work - they have to create an
environment that fosters their employees’ desire to
do their best work.
• The best employees will leave the old-model
companies in droves, seeking employers who treat
them with respect and who are willing to grant them
greater autonomy and responsibility.

10. New Functions of Management
• The functions of the new manager in the twenty-
first-century workplace include:
– Trusting employees.
– Energizing employees.
– Empowering employees.
– Supporting employees.
– Communicating with employees.
– Learning from employees.
• You can always learn something from other
managers—whether they’re good managers or
bad ones.

11. Improving Your Management
Skills
• To take advantage of the lessons that you
learn, you have to put them into practice.
Keep these key steps in mind.
– Take the time to assess your organization’s
problems.
– Take a close look at yourself.
– Try out the techniques that you learn from your
reading or from observing other managers at
work.
– Step back and watch what happens.

12. Laws
• There are numerous federal and state
employment laws that managers must obey
as they go about the business of making
daily, routine management decisions.
• Title VII of the 1964 Civil Rights Act
prohibits employment discrimination based
on an individual’s sex, race, color, religion,
and national origin.

13. Sexual Harassment
• Sexual harassment in the workplace generally
occurs in one of two ways:
– A manager or a supervisor sexually harasses an
employee by virtue of the power held over that
employee by promising or withholding a raise or a
promotion in return for sexual favors.
– Creating a hostile work environment occurs when a
manager allows employees to engage in telling dirty
jokes or allows employees to circulate offensive
pictures, Web sites, or email messages.
• Supervisors must have well-established
guidelines for preventing the sexual
harassment of employees.

14. Employment Laws
• The Americans with Disabilities Act (ADA) covers five areas:
employment, public transportation, public accommodations,
telecommunication services, and public services.
• Protected groups under the ADA include individuals who
– use wheelchairs, walkers,
– Are speech, vision, or hearing impaired
– Have mental retardation or emotional illness
– Have numerous other health issues.
• An individual who is disabled but otherwise qualified to perform
the essential functions of a job may require a reasonable
accommodation . Such accommodations may include:
– Minor change in work schedule
– Adjustment of policy or procedure
– Purchase of a device that would allow the individual to perform the
duties of the job

15. Team Discussion
• Divide into 3 teams
• Each team is to develop ways in which businesses could make
reasonable accommodations for each of the following job applicants:
– Team 1 - An applicant for the position of dishwasher who has a
hearing disorder
– Team 2 - An applicant for the position of sales manager who is
wheelchair bound
– Team 3 - An applicant for the position of server who lacks use of the
left arm
• Reasonable accommodations may include:
– Minor change in work schedule
– Adjustment of policy or procedure
– Purchase of a device that would allow the individual to perform the duties of the job

16. Employment Laws
• The Age Discrimination in Employment Act (ADEA) of
1967 prohibits discrimination against individuals who
are forty years of age and older.
• To prevent huge disparities in pay and wages between
men and women, Congress passed the Equal Pay Act
in 1963.
• The Immigration Reform and Control Act (IRCA) of
1986 imposes civil and criminal penalties on
employers who knowingly hire illegal aliens.
• Many states, cities, and towns have enacted their own
civil rights and equal employment opportunity laws

17. Summary
As a manager, it is important that you are good
not only in the technical aspects of your field
but also in dealing with others. Empowering,
trusting, and supporting your employees are
ways you can bring out the best in others and
improve your organization. It is also important
that you are familiar with employment laws
because they affect virtually every aspect of
the employee–employer relationship.

18. Supervision: Managing to Achieve Results
Chapter 2
Leadership: Inspiring Others

19. Leadership
• A manager is a person who supervises others
in an effort to complete tasks or accomplish
goals.
• A leader is a person who has commanding
authority or influence over others and inspires
them toward goals.
• Studies show that the primary traits that
all effective leaders have in common are
– Positive outlook
– Forward thinking

20. Managers vs. Leaders
• Being a good manager is quite an
accomplishment.
• Managers use values, policies, procedures,
schedules, milestones, incentives, discipline,
and other mechanisms to push their
employees to achieve the goals of the
organization.
• Leaders, on the other hand, challenge their
employees to achieve the organization’s goals
by creating a compelling vision of the future
and then unlocking their employees’ potential.

21. Leadership Inspiration
Great Motivational Quotes
http://www.youtube.com/watch?v=wGRW3q_SkmM

22. Leaders
• Leaders know that most workers want to feel
pride for their organization and, when given
the chance, would give their all to a cause they
believe in.
• Leaders know the value of employees and their
critical importance in achieving the company’s
goals.
• Few managers reward their employees for
being creative or for going beyond the
boundaries set by their job descriptions.

23. Communication
• Leaders make a commitment to
communicate with their employees and to
keep them informed about the
organization.
• Leadership today is a two-way
interchange of ideas where leaders create
a vision and workers throughout an
organization develop and communicate
ideas of how best to reach the vision.

24. Facilitating Achievement
• Many managers
punish their
employees for taking
risks and losing,
instead of helping their
employees win the
next time around.
• Great leaders support
their employees and
facilitate their ability to
reach their goals.

25. Facilitating Achievement (cont.)
• Great leaders
create
environments in
which employees
can feel safe to
speak up, to tell
the truth, and to
take risks.

26. Optimistic Outlook
• Numerous traits of great leaders have
remained the same over the years and
are still highly valued today.
• Great leaders always see the future as
a wonderful place.
• People want to feel good about
themselves and their futures, and they
want to work for winners.

27. Leadership Traits
• Great leaders have no doubt - at least not
publicly - that they can accomplish any
task they set their minds to.
• One trait that sets great leaders apart from
the rest of the pack is integrity: ethical
behavior, values, and a sense of fair play.
• When an organization’s leaders conduct
themselves with integrity, the organization
can make a very real and positive
difference in the lives of its employees, its
customers, and others who come in
contact with it.

28. Making Decisions
• The best leaders are decisive.
• Despite the fact that making decisions is
one of the key reasons that people are
hired to be managers, too few are willing
to risk the possibility of making a wrong
decision.
• Great leaders take whatever time is
necessary to gather whatever
information, people, or resources they
need to make an informed decision
within a reasonable time frame.

29. Collaborative Leadership
• A new kind of leadership is
gaining traction in an
increasing number of
organizations.
• Collaborative leadership is a
leadership style where
everyone works together.
• This leadership sharing
occurs not just with other
managers and supervisors,
but with employees at all
levels.

30. Team Discussion
• Divide into teams
• Develop a team definition for
collaborative leadership to share with
the class.
• Explain the process your team used to
develop your definition.

31. Orpheus Process
• There is a unique brand of collaborative
leadership practiced by New York City’s
Orpheus Chamber Orchestra.
• At the heart of the Orpheus Process are
eight principles.
• To survive and prosper, today’s
organizations need to get the most out
of every employee and every employee
needs to take a leadership role in his or
her organization.

32. 8 Principles of the Orpheus Process
1. Put power in the hands of the people doing
the work
2. Encourage individual responsibility for
product and quality
3. Create clarity of roles
4. Foster horizontal teamwork
5. Share and rotate leadership
6. Discover how to listen, discover how to talk
7. Seek consensus (and build creative systems
that favor consensus)
8. Dedicate passionately to your mission

33. Summary
Leaders inspire others to action by creating a
vision for a better tomorrow, communicating
that vision, and listening to input from others.
A leader’s vision becomes reality when
employees are encouraged to take risks and be
creative. One way to achieve the best for an
organization is through collaborative
leadership, a leadership style where everyone
works together and shares the leadership role.

34. Manager and Leadership
Videos
http://www.youtube.com/watch?v=ktWepsb9I
http://www.youtube.com/watch?v=lnaOz1TWENQ

35. Supervision: Managing to Achieve Results
Chapter 3
Goal Setting: Improving
Performance

36. Purpose
• In most companies, top management sets the
overall purpose - the vision - of the
organization.
• You are much more likely to achieve your
vision when you take a planned, goal-
oriented approach, communicate this
approach, and have the support of other
employees.

37. Vision
A vision is the overall
purpose of the
organization. A vision
is a long-term, broad,
strategic direction that
will take several years
to achieve.

38. Goals
A goal is the specific
result of an effort to
improve an organization
in some way. Goals can
be short-term or long-
term and should also
align with the vision of
the organization.

39. Goals
• Following are the main reasons to set goals
whenever you want to accomplish something
significant:
– Goals provide direction.
– Goals tell you how far you’ve traveled.
– Goals help make your overall vision attainable.
– Goals clarify everyone’s role.
– Goals give people something to strive for.
• For goals to be useful, they have to link directly to
the final vision.

40. SMART Goals
The best goals are SMART goals referring to
a handy checklist for the five characteristics
of well-designed goals.
– Specific.
– Measurable.
– Attainable.
– Relevant.
– Time-bound.

41. Setting Goals: Less is More
• Pick two or three goals to focus on
– It’s far better to set a few significant goals and then
concentrate your efforts on attaining them.
– Simple goals are better goals.
• Pick the goals with greatest relevance
• Focus on the goals that tie most closely to
your organization’s mission
• Periodically revisit the goals and update them
as necessary

42. Communicating Goals
Goals must be
communicated
clearly, the
receiver must
understand the
goals, and the
performance to
goals must be
followed through.

43. Communicating Goals
• Goals must be written down.
• Goals are personal, and the methods you
use to communicate them must also be
personal and direct.
• Ask your employees to prepare and
present plans and milestone schedules
explaining how they can accomplish the
assigned goals by the deadlines that you
agreed to.
• Communicating your organization’s vision
is as important as communicating specific
goals.

44. Goal Focused
• The process of goal setting often generates a lot
of excitement and energy within employees.
• Managers must take steps to ensure that the
organization’s focus remains centered on the
goals and not on other matters.
• Staying focused on goals can be extremely
difficult—particularly when you’re a busy person
and the goals are added on top of your regular
responsibilities.

45. Goals and Results
• One of the biggest problems that employees face is
confusing activity with results.
• A general rule that says that 80 percent of workers’
productivity comes from 20 percent of their activity.
• Following are some tips to help you and your
employees work on the items that help all of you
achieve the company’s goals:
– Do your number one priority first!
– Get organized!
– Just say no!

46. Achieving Goals
• You have the power to make your goals happen.
• Everyone has five primary sources of power, and
each of you has specific strengths and weaknesses
related to these sources.
– Personal Power comes from within someone’s
character
– Relationship Power comes from close
friendships
– Knowledge Power comes from special expertise
and knowledge gained during one’ s career
– Task Power comes from the job
– Position Power comes from rank or title
• Be aware of the sources of your power and use it in a
positive way to help you and your employees
accomplish the goals of your organization.

47. Sources of Power
• What sources of power does an autocratic
and unpopular executive use?
• What sources of power does a democratic,
well-liked executive use?

48. Summary
An organization can live up to its full potential
only if it sets and strives toward goals that are
closely aligned with the company’s vision. As
you have learned, these goals must be
communicated effectively and prioritized. You
and other managers can use different sources
of power to ensure the goals have buy-in from
all employees.