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Effective Supervisory Skills

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Roles & Functions of Supervisor
Keys to Effective Supervision
Communications Basics
The Planning Process
Employee Performance
Leadership Skills
Managing Conflicts
Managing Employee Discipline
Coaching Skills

Publié dans : Direction et management
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Effective Supervisory Skills

  1. 1. WELCOME EFFECTIVE SUPERVISORY SKILLS
  2. 2. MODULE 1 ROLE AND FUNCTIONS OF A SUPERVISOR
  3. 3. RECEIVE ORDERS SUBMIT REPORTS GIVE INSTRUCTIONS RECEIVE REPORTS
  4. 4. RESPONSIBILITY TO MIDDLE & TOP MANAGEMENT
  5. 5. PLANNING OF YOUR GIVEN TASK
  6. 6. WITH FELLOW EMPLOYEES WITH STAFFS FROM OTHER DEPARTMENTS
  7. 7. ABLE TO MAINTAIN WORK DISCIPLINE ABLE TO UPHOLD EMPLOYEES MORALE ABLE TO EXECUTE AUTHORITY
  8. 8. PRODUCTION DECISIONS JOB PRIORITY
  9. 9. MANAGE MATERIAL WASTE PROPER AND EFFICIENT WORK FLOW MANAGING UNPRODUCTIVE EMPLOYEES
  10. 10. COLLECTING AND GIVING SUGGESTIONS AND FEEDBACK FOR PRODUCTIVITY IMPROVEMENTS
  11. 11. RESPONSIBILITY TO FELLOW EMPLOYEES
  12. 12. THEY MUST BE OUR SAVIOURS AND NOT OUR WORST NIGHTMARES
  13. 13. STRIVE FOR CONTINUOUS IMPROVEMENT
  14. 14. EMPLOYEES ARE ABLE TO TALK OPENLY ABOUT PROBLEMS
  15. 15. UNITED WE STAND - DIVIDED WE FALL
  16. 16. AS A COUNSELOR AS A MENTOR
  17. 17. RESPONSIBILITY OF EFFECTIVE SUPERVISORS BUILDING ON YOUR STRENGTHS AND OVERCOMING YOUR WEAKNESSES
  18. 18. 89% OF MANAGERS BELIEVE EMPLOYEES LEAVE FOR MORE MONEY, WHILE 88% OF EMPLOYEES ACTUALLY LEAVE FOR REASONS HAVING TO DO WITH THE JOB, THE CULTURE, THE MANAGER OR THE WORK ENVIRONMENT 43% OF WORKERS REPORT THAT THEY DO NOT FEEL VALUED BY THEIR EMPLOYERS (SUPERVISORS)
  19. 19. 71% OF WORKERS RATE THEMSELVES AS EITHER “NOT ENGAGED” OR “ACTIVELY DISENGAGED” 66% OF WORKERS DO NOT IDENTIFY WITH OR FEEL MOTIVATED TO DRIVE THEIR EMPLOYER’S BUSINESS GOALS AND OBJECTIVES
  20. 20. ONLY 12% OF EMPLOYEES LEAVE FOR COMPENSATION ISSUES THE #1 REASON EMPLOYEES LEAVE JOBS IS A POOR RELATIONSHIP WITH THEIR IMMEDIATE SUPERVISOR EMPLOYEE TURNOVER’S GREATEST COST IS LOST BUSINESS AND PRODUCTIVITY!
  21. 21. MODULE 2 KEYS TO EFFECTIVE SUPERVISION
  22. 22. SUPPORT GROWTH PROVIDE SUPPORT FOR EMPLOYEES PROFESSIONAL DEVELOPMENT S U P E R V I S O R
  23. 23. UNITE WITH YOUR TEAM BE AVAILABLE AND ACCESSIBLE TO ALL EMPLOYEES S U P E R V I S O R
  24. 24. PRAISE EMPLOYEES PROVIDE RECOGNITION AND ENCOURAGEMENT S U P E R V I S O R
  25. 25. EXPECT EXCELLENCE SET HIGH BUT ACHIEVABLE EXPECTATIONS FROM EMPLOYEES S U P E R V I S O R
  26. 26. REQUIRE RESPONSIBILITY HOLDING THEMSELVES RESPONSIBLE EMPLOYEES HOLDING EACH OTHER RESPONSIBLE S U P E R V I S O R
  27. 27. VERIFY POTENTIAL DEVELOP AN ATMOSPHERE OF HOPE AND CONFIDENCE S U P E R V I S O R
  28. 28. INSTIL INDEPENDENCE ALLOW AUTONOMY TO EMPLOYEES S U P E R V I S O R
  29. 29. SHARE CONTINUOUSLY ESTABLISH TWO WAY COMMUNICATION S U P E R V I S O R
  30. 30. OPTIMISE OWNERSHIP CREATE OPPORTUNITIES FOR EMPLOYEES TO CONTRIBUTE S U P E R V I S O R
  31. 31. REINFORCE RELATIONSHIP SHARE WITH AND CARE ABOUT FELLOW EMPLOYEES S U P E R V I S O R
  32. 32. MODULE 3 COMMUNICATION BASICS
  33. 33. KNOWLEDGE OF TECHNICAL FACTS & DETAILS OF THE PROBLEM? USE OF AUTHORITY? SHOW OF SELF CONFIDENCE?
  34. 34. NOTE TAKING? ASKING QUESTIONS?
  35. 35. MODULE 4 THE PLANNING PROCESS
  36. 36. YOUR PRODUCTION TARGET YOUR QUALITY STANDARDS YOUR COST & BUDGET CONTROL
  37. 37. GATHER ALL THE NECESSARY INFORMATIONS - FACTS & FIGURES DISCUSS WITH MANAGEMENT FOR THEIR APPROVAL
  38. 38. DAILY WEEKLY MONTHLY
  39. 39. PLAN DO CHECK ACTION
  40. 40. MODULE 5 CONTROLLING AND IMPROVING ON EMPLOYEES PERFORMANCE
  41. 41. GOOD MANAGEMENT PRACTICES BENCHMARKING AGAINST GOOD INDUSTRY PRACTICES PRACTICAL & ACHIEVABLE
  42. 42. TARGET vs ACTUAL FOR EFFECTIVENESS - MEASURE DAILY/WEEKLY/MONTHLY AVOID WAITING TILL YEAR END FOR RESULTS
  43. 43. MAN MACHINE MATERIAL METHOD
  44. 44. MODULE 6 ESSENTIAL LEADERSHIP SKILLS
  45. 45. DRIVER OF COMPANY MISSION ,VISION & VALUES LEAD CHANGE LEAD BY EXAMPLE DEMONSTRATE CONFIDENCE
  46. 46. INSPIRE AND ENERGISE EMPLOYEES EMPOWER EMPLOYEES COMMUNICATE OPENLY LISTEN, SUPPORT HELP EMPLOYEES
  47. 47. INVOLVE EVERYONE - USE TEAM APPROACH COACH & BRING OUT THE BEST IN EMPLOYEES ENCOURAGE GROUP DISCUSSION MONITOR PROGRESS BUT DON’T MICROMANAGE
  48. 48. MODULE 7 MANAGING CONFLICTS AT WORKPLACE
  49. 49. COMPETITION FOR RESOURCES DIFFERING OPINIONS FRUSTRATION OVER DEPARTMENTAL POLICIES
  50. 50. • DIFFERING FACTS • PEOPLE HAVE DIFFERING INFORMATION OR VIEW POINTS CONCERNING A PARTICULAR PROBLEM
  51. 51. • DIFFERING METHODS • PEOPLE HAVE DIFFERENT IDEAS/PREFERENCES CONCERNING WAYS TO HANDLE A PROBLEM
  52. 52. • DIFFERING GOALS • PEOPLE HAVE DIFFERENT GOALS FOR A SITUATION THAT ARE IMPORTANT TO THEM, WHICH MAY LEAD TO A PROBLEM
  53. 53. • DIFFERING VALUES • PEOPLE HAVE DIFFERENT VALUES AND/OR SENSES OF JUSTICE WHICH CAN LEAD TO A PROBLEM
  54. 54. • COLLABORATION • INVOLVES BOTH PARTIES WORKING TOWARDS A MUTUAL GOAL, WITH EQUAL INVESTMENT AND EQUAL ENERGY. THIS IS TYPICALLY LOOKED AT AS A “WIN-WIN” SITUATION.
  55. 55. • COMPROMISE • MEANS THAT ONE OR BOTH OF YOU HAVE ADJUSTED YOUR STANDARDS AND EXPECTATIONS FOR THIS ISSUE.
  56. 56. • COMPETITION • IN INTERPERSONAL CONFLICTS OCCURS WHEN PEOPLE’S INTERESTS ARE AT ODDS WITH ONE ANOTHER, AND ONE OR BOTH PARTIES TRY TO GET THE UPPER HAND. THIS STRATEGY LEAVES SOMEONE FEELING LIKE THE LOSER
  57. 57. • ACCOMMODATION • IS WHEN YOU PLACE THE INTEREST OF THE OTHER PARTY AHEAD OF YOUR OWN AS A “GOOD WILL GESTURE.”
  58. 58. • AVOIDANCE • IS WHEN BOTH PARTIES LOOSE. NOTHING GETS DISCUSSED, SO NOTHING GETS RESOLVED.
  59. 59. MODULE 8 MANAGING EMPLOYEES DISCIPLINE
  60. 60. STEP 1 - VERBAL WARNING @ MINOR OFFENCES STEP 2 - WRITTEN WARNING @ REPETITION OF MINOR OFFENCES STEP 3 - FINAL WRITTEN WARNING - BLATANTLY REPEATS MINOR OFFENCES
  61. 61. STEP 4 - SUSPENSION @ SERIOUS & MAJOR OFFENCES STEP 5 - DOMESTIC INQUIRY @ TERMINATION IF FOUND GUILTY
  62. 62. MODULE 9 MOTIVATING AND GUIDING YOUR TEAM THROUGH COACHING
  63. 63. DON’T TELL THE EMPLOYEE WHAT TO DO, INSTEAD ASK POWERFUL QUESTIONS. THIS ALLOWS THE EMPLOYEE TO CREATE THEIR OWN SOLUTIONS. WHEN THEY GO THROUGH THE THOUGHT PROCESS TO GET TO RESOLUTION, THEY ARE MUCH MORE BOUGHT-IN — IT’S THEIR IDEA!
  64. 64. MINIMISE FAULT FINDING NEVER BERATE THE EMPLOYEE MAKE IT A LEARNING PROCESS
  65. 65. SUPERVISORS ARE ACCOUNTABLE EMPLOYEES ARE RESPONSIBLE KEEPS EMPLOYEES FOCUSED ON ACHIEVING GOALS
  66. 66. FORMAL PRE WORK BRIEFINGS REGULAR MEETINGS INFORMAL ON JOB MOMENTS
  67. 67. ADVANTAGES OF COACHING EMPLOYEES
  68. 68. PERFORMANCE OF INDIVIDUAL EMPLOYEE IMPROVES THE TEAM’S PERFORMANCE IMPROVES PERFORMANCE BECOMES CULTURE OF THE COMPANY
  69. 69. INTERNAL COMMUNICATION IMPROVES POSITIVE CHANGES ARE ACCEPTED AND IMPLEMENTED
  70. 70. APPLIED KNOWLEDGE IS POWER THANK YOU

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