Towards Supervisory Excellence
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Learn about, organisational structure and supervisory responsibilities, communication with others, planning process, controlling and improving on workers performance, and the maintaining of workers discipline and productivity
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Towards Supervisory Excellence
- 2. ORGANIZATIONAL STRUCTURE & SUPERVISORS RESPONSIBILITIES MODULE 1
- 4. RESPONSIBILITY TO MIDDLE & TOP MANAGEMENT
- 5. RELIABLE PLANNING OF YOUR GIVEN TASKS
- 6. COMMUNICATION WITH FELLOW WORKERS WITH WORKERS FROM OTHER DEPARTMENTS
- 7. POSSESS SKILLS & KNOWLEDGE ABLE TO MAINTAIN WORK DISCIPLINE, MORALE AND NATURAL AUTHORITY
- 9. MANAGE COST CONTROL MATERIAL WASTE PROPER WORK FLOW UNPRODUCTIVE WORKERS
- 10. IMPROVEMENT ACTIVITIES GIVES SUGGESTIONS AND FEEDBACKS FOR PRODUCTIVITY IMPROVEMENT
- 12. RIGHT PERSON FOR THE RIGHT JOB THEY MUST BE OUR SAVIOURS AND NOT WORST NIGHTMARES
- 13. INSTRUCT & TRAIN WORKERS STRIFE FOR CONTINUOUS IMPROVEMENT
- 14. TRUSTING WORKING CLIMATE WORKERS ARE ABLE TO TALK OPENLY ABOUT PROBLEMS
- 15. TREATING ALL WORKERS EQUALLY UNITED WE STAND - DIVIDED WE FALL
- 16. PILLAR OF SUPPORT AS A COUNSELOR AS A MENTOR
- 17. RESPONSIBILITY OF EFFECTIVE SUPERVISORS BUILDING ON YOUR STRENGTHS AND OVERCOMING YOUR WEAKNESSES
- 18. 10 KEYS TO EFFECTIVE SUPERVISION
- 20. UNITE WITH YOUR TEAM BE AVAILABLE/ACCESSIBLE TO EMPLOYEES
- 22. EXPECT EXCELLENCE SET HIGH EXPECTATIONS FOR EMPLOYEES
- 23. REQUIRE ACCOUNTABILITY HOLDING THEMSELVES ACCOUNTABLE STAFF HOLDING EACH OTHER ACCOUNTABLE
- 24. VERIFY POTENTIAL DEVELOP AN ATMOSPHERE OF HOPE AND CONFIDENCE
- 27. OPTIMIZE OWNERSHIP CREATE OPPORTUNITIES FOR EMPLOYEES TO CONTRIBUTE
- 28. REINFORCE RELATIONSHIP SHARE WITH AND CARE ABOUT EMPLOYEES
- 31. RECEIVING INSTRUCTIONS & ORDERS IMPORTANCE OF STAFF MEETINGS
- 34. YOUR PRODUCTION TARGET YOUR QUALITY STANDARDS YOUR COST & BUDGET CONTROL
- 35. PLAN THE ACCOMPLISHMENT OF GOALS
- 36. GATHER ALL THE NECESSARY INFORMATIONS - DATA, FACTS & NUMBERS DISCUSS WITH MIDDLE & TOP MANAGEMENT TO OBTAIN APPROVAL
- 37. DEVELOPMENTS OF PLANS & ACTIONS
- 40. CONTROLLING AND IMPROVING ON WORKERS PERFORMANCE MODULE 4
- 41. SETTING PERFORMANCE STANDARDS TAKING CORRECTIVE ACTIONS
- 42. GOOD MANAGEMENT PRACTICES BENCHMARKING AGAINST BEST INDUSTRY PRACTICES PRACTICAL & ACHIEVABLE
- 43. TARGET vs ACTUAL FOR SUCCESS - MEASURE DAILY/WEEKLY/MONTHLY NOT TO WAIT FOR YEAR END
- 44. POSSIBLE CAUSES OF SHORT FALLS MAN MACHINE MATERIAL METHOD
- 45. ROLES OF LEADER & LEADERSHIP SKILLS
- 46. DRIVER OF COMPANY MISSION & VISION LEAD CHANGE LEAD BY EXAMPLE DEMONSTRATE CONFIDENCE
- 47. INSPIRE & ENERGISE PEOPLE EMPOWER PEOPLE COMMUNICATE OPENLY LISTEN, SUPPORT & HELP
- 48. INVOLVE EVERYONE & USE TEAM APPROACH COACH, BRING OUT THE BEST IN YOUR PEOPLE ENCOURAGE GROUP DECISION MONITOR PROGRESS BUT DON’T MICROMANAGE
- 49. THE MAINTAINING OF WORKERS DISCIPLINE AND PRODUCTIVITY MODULE 5
- 50. PROVISION BY THE COMPANY TO STRENGTHEN DISCIPLINE HANDLING DIFFICULT EMPLOYEES
- 52. STEP 2 WRITTEN WARNING REPETITION OF MINOR OFFENCES
- 53. STEP 3 FINAL WRITTEN WARNING BLATANTLY REPEATS MINOR OFFENCES
- 54. STEP 4 SUSPENSIO N SERIOUS & MAJOR OFFENCES
- 55. STEP 5 TERMINATION DOMESTIC INQUIRY TERMINATED FROM EMPLOYMENT (if found guilty)
- 56. TOGETHER EVERYONE ACHIEVES MORE THE MOTIVATION OF WORKERS YOU THEIR COACH
- 57. COACHES TAKE AN “ASK VS. TELL” APPROACH COACHING SKILLS
- 58. COACHES FOCUS ON THE EMPLOYEE VS. THE TASK COACHING SKILLS
- 59. COACHING IS NOT ABOUT “FIXING” ANYONE COACHING SKILLS
- 60. COACHES SET UP A CLEAR ACCOUNTABILITY STRUCTURE FOR ACTION AND OUTCOMES COACHING SKILLS
- 61. COACHING IS SOMETHING THAT CAN/SHOULD HAPPEN AS NEEDED COACHING SKILLS
- 66. POSITIVE CHANGES ARE ACCEPTED AND IMPLEMENTED
- 67. MAKE IT WORK !
Notes de l'éditeur
- Professional Development Plans Strength Based Performance Appraisal System
- Open door policy Regular one-on-one supervisory meetings
- 1.Formal recognition systems 2. Informal compliments - Catching them doing things right
- 1. Clear position descriptions 2. Regular feedback sessions with staff
- 1. Creating a culture where staff hold each other accountable 2. Creating a culture where staff hold themselves accountable
- 1. Providing staff opportunities to succeed 2. Having high expectations for employees
- 1. Appropriate delegation 2. Encouraging risk taking
- 1. Active listening 2. Being transparent
- 1. Participatory strategic planning sessions 2. Encouraging risk taking
- 1. Getting to know what motivates individual employees 2. Creating opportunities for staff to share personal/family accomplishments
- 1.
- 1. Controlling and review procedures are essential for the implementation of plans. Without them you will never be able to tell whether you could accomplish the goals or not.
- 1. 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!
- 1. It’s about their development.
- 1. Again, it’s about their development and facilitating the learning process.
- 1. It helps keep the employee focused on achieving the desired goals.
- 1. Coaching is something that can/should happen as needed and in-the-moment, which is the best way for learning to occur. It’s a great way to reinforce what may have been learned in the classroom by capitalising on those on-the-job learning experiences.