Supervisor management

1. By: Lydia M. Llido
Reporter #2
MANAGEMENT/SUPERVISION OF INSTITUTION

2. His job differs from that of the managers because
the group in an authoritative relationships with
two groups, first workers who are subordinates,
and seconds, managers who are his superiors.

3.  “Management has one set of the expectation from him. It wants him to prevent
the waste, keep his men disciplined, control production, and otherwise carry out
its plans. It demands his loyalty and maximum effort. Its expectations are largely
technical or production-centered.
 The pressures brought by workers are, on the other hand, largely matters of
feeling. They want ‘to be a good supervisor’, to keep them out trouble to interpret
their fears and wants to management, and to be loyal to them.
 In short, management expects one set of reactions from the supervisor, and
workers expect another. He is caught between opposing forces, knowing that he
cannot meet the expectations of both. All he can expect is frustration. As a key
man, he is an agent of both, but as a man in the middle he is merely a mediator
and buffer between their opposing pressures.”

4. Concept referring to the fact that the supervisor is left out
of, or on the margin of, the principal activities and
influences which affect his department.
Best analysis of supervisor today - individuals stand
between, and among, groups and have a feeling of both
belonging to and not belonging to those groups.
He is concerned with explaining the views of management
to workers and the views of workers to management.
Management treats him the man of workers while workers
treat him the man of management.

5. “He does not play a role in decision-making…nor is he merely a
representative of management,” (Wray, Donald, 1949). Instead,
observed as a transmitter of decisions made by superior and has
authority for making recommendations.
Marginal supervisors exists principally in small companies where
an owner-manager or other officer can bypass the supervisor as
effectively as he is bypassed by staff in larger companies.
Another view of marginal supervisor is only his name is changed
because he is primarily an employee. Such view fails to take into
account the multifarious role in an organization.

6.  In a small enterprise where there is no personnel manager, he often
is involved in personnel selection and placement. From the time the
new employee is assigned to a particular job until he leaves the
organization, the supervisor is very much involved in the task of
personnel management.
 He has the responsibility to provide the training that will permit the
employee to be of invaluable asset to the company just as he is able
to develop his potentials. In fact, he is able to do this through an
almost day-to-day assistance extended to the employee. And
following up his work.

7. When the employee leaves. The supervisor may have to
conduct an exit interview. This is important to every
management in that it will help it to understand if
anything unsalutatory exists in the company as to make
the employee decide to leave.
In this, successful supervisor doesn’t leave things to
chance. He studies each problem carefully to determine
the best way of solving it.

8. In putting the employee on-the-job training, it is
important to take into account the following
helpful guides:
A. Explain why
B. Encourage the worker to participate
C. Allow time for discussion
D. Build confidence
E. Review job performance periodically

9. A. Explain why
When an employee understands the reason for doing a job in a certain
way, he undoubtedly is able to learn how to do the job quickly.
B. Encourage the worker to participate
The easiest way to learn a job is through active participation. During
the orientation and training period, a worker should not only be made
to observe but put his hands to work as well.
C. Allow time for discussion
A good supervisor always finds time to talk with his workers and
employees.

10. D. Build confidence
An experience supervisor knows that a worker or employee learns
best when he is armed with confidence. It is therefore a moral
obligation on the part of the supervisor to strive in creating a healthy
climate where the worker has no reason to fear of failing on the job.
E. Review job performance periodically
Unless job performance is reviewed periodically, chances are that the
worker or employee may start to lose interest on his job. This is
because his efficient performance is taken for granted and promotion
takes a long time in coming.

11. “A company’s most important assets do not appear
on the balance sheet, they are the people who make
up the organization.”
The shortage of qualified manpower for positions of
responsibility is one of the greatest obstacles to the
growth and expansion of any organization. One of
business’ greatest problems is the shortage of
trained manpower.

12.  TWO SETS OF SKILLS: Analysis skills and Interaction skills
Analytical skills – are able to study problem situations and
other aspects of management, break into minutest details and as
such have a clear grasps and understanding of them. Among these
skills are the following:
A. Planning
B. Scheduling
C. Measuring Outcomes
D. Cost benefit analysis
E. Problem analysis

13. Interaction skills – Include all the techniques managers and supervisors
use to relate to their employees for purposes of providing direction and feedback/
Among these skills are:
A. Direction
Leading meetings
Assigning work
B. Formative feedback
Work improvement
On-the-job training
Conflict mediation
Dealing with complaints
C. Motivational feedback
Hiring and promotion
Performance appraisal
Rewarding good work
Discipline

14. When a manager or supervisor develops a balanced set of
analysis and interaction skills, he becomes effective in
coordinating the work system.
THANK YOU!