ELE4014

SUPERVISORY SKILLS
Supervisory Concept
What is Management?
 Management – the people within the organization
who are responsible for making decisions and
coordinating available resources.

 Resources are included:

 Human – the people involved
 Physical – buildings, equipment, tools, materials and
supplies
 Financial – Money, capital and credit
Levels of Management (1)
 Levels of Management are based on the amount of
responsibility and authority required to perform the
job

 Authority – the right to command others to act or

not act in order to reach objectives

 Responsibility – what you should do in your duties

 At least four levels of management in large
organizations:
(1) Chief Executive Office (CEO)
(2) Top Management
(3) Middle Management
(4) Supervisory Management

 The levels of management may be more in very

large organization.
 How Management Authority and
Responsibility Increase at Higher
Levels?
Authority Responsibility
Chief Presidents, directors,
chairpersons, governors,
Executive mayors
Officer Vice-presidents,
ls
ve commissioners, chancellors,
Le

Top Management controllers

l
ria
ge
a
an

Department heads, branch

M

managers, general managers

Middle Management

Supervisors, Leaders
Supervisory Management
(First-Line Management)
elv
Le
ial

Sales, Technical,
er
ag

operating and other

Nonmanagerial Personnel
an

workers
mn
No
 Chief Executive Officer (CEO)
 Responsible for the overall operations of the entire
organization
 Top Management
 Oversees a major segment of the organization
 Middle Management
 Responsible for substantial part of the organization
(program, project, division, plant, department)
 Supervisory Management
 Controls over the operations of a smaller organizational
unit (Production line, operating unit)
 How Managers Spend their time?

Thinking ahead Doing work that cannot be delegated

working with people on the same or higher levels Working with people on lower level

PRESIDENT & GROUP EXECUTIVES 30% 25% 20% 25%

DIVISION MANAGERS & SERVICE OFFICERS 25% 20% 30% 25%

DEPARTMENT GENERAL MANAGEMENT 25% 15% 20% 40%

SECTION MANAGERS & UNIT MANAGERS 20% 15% 20% 45%

SUPERVISORY MANAGERS 15% 15% 15% 55%

Functions Performed by Managers
 A successful managers should perform the following
managerial functions efficiently and effectively:
 Planning – thinking ahead
 Organizing – Deciding what activities are needed to
achieve the goal
 Staffing – human resources management
 Leading – guiding and motivating staff to work
effectively
 Controlling – comparing actual performance with
planned performance; taking correction if needed
How the Management Functions are Management?

Planning

Controllin
Organizing
g

Leading Staffing
Basic Skills Required of Managers
1. Conceptual Skills
- making decision

2. Human relations skills

- getting people to carry out the decisions

3. Administrative skills
- Ensure that the decisions are carried out correctly

4. Technical skills
- Knowledge that supervise effectively the specific process, practices,
or techniques required for specific job
Do not assume that an operator is highly skilled and
able to do the technical job effectively

“A good producer is not necessarily a good

supervisor”
Planning is Most Closely Related to Controlling

 Steps of Controlling:
1. Setting Performance goals Planning
2. Measuring performance
3. Comparing performance with goals
4. Analyzing results
5. Taking corrective action as needed
Managers Tend to Neglect Planning

 Poor planning results in disorganized and

uncoordinated activities  wasting time, labor,
money

“Thinking is more difficult than Doing”

The Nonplanner’s Cycle

1. Supervisor spends
little energy planning

3. Therefore, 2. Which leads to

supervisor spends unforeseen problems
time putting out fires and deadline
Contingency Planning Anticipates Problems

 Contingency planning – thinking in advance about problems or

changes that may arise, and preparing to deal with them smoothly
when they arise

“It is important for a supervisor to build in flexibility

by preparing contingency plan”

“Contingency planning separates effective managers

from ineffective”

“Proper anticipation of a crisis may prevent it

form happening”
 A good contingency planner will ask himself/herself
the following questions:
1. What might happen that could cause problems within
my department?
2. What can I do to prevent these events from
happening?
3. If these events do occur, what can I do to minimize
their effect?
4. Have similar situations occurred in the past? If so,
how were they handled?
Planning at Different Management Levels

 The activities planned for supervisory managers are

narrower in scope that for higher level
Important of Setting Objectives
 Objectives (Goals) – tell you where you are going
or what you want to do

 Plans are aimed to achieving objectives

 Different between Objectives and Goals?

 Goals – broad and nonspecific
 Objectives – narrow and specific
 But we consider they are same in this module
Objectives as a Stimulus for Motivation and Effort

 Objectives provides a stimulus for effort

 Objectives give people something to strive for

 A major advantage of organizational objectives is

that they give managers at lower levels guidance in
developing their won plans and coordinating their
own activities
Unified Planning through Objectives

 Unified planning – ensuring that plan at all

organizational levels are in harmony, rather than
cross purposes
End of Lecture
 Reference:
 “Supervisory Management, The Art of
Empowering and Developing People”, Donald C.
Mosley, South-Western Publishing Co