Supervision is managing others through

leadership and personal influence.

Management means simply getting things done,
not necessarily through coordination of the
efforts of other people.
S1: Telling - characterized by one way communication
in which the leader defines the roles of the individual or
group and provides the what, how, why, when, and
where to do the task.
S2: Selling - while the leader is still providing the
direction, he is now using two-way communication and
providing the socio-emotional support that will allow
the individual or group being influenced to by into the
process.
S3: Participating - this is now shared decision making
about aspects of how the task is accomplished and the
leader is providing less task behaviors while maintaining
high relationship behavior.
S4: Delegating - the leader is still involved in
decisions; however, the process and responsibility has
been passed to the individual or group. The leader stays
involved to monitor progress.
M1 - they generally lack the specific skills required for the
job in hand and are unable and unwilling to do or take
responsibility for his job or task.
M2 - they are still unable to take on responsibility for the
task being done; however, they are willing to work at the
task.
M3 - They are experienced and able to do the task but
lack the confidence to take on responsibility.
M4 - They are experienced at the task, and comfortable
with their own ability to do it well. They are able and
willing to do and take responsibility for the task.
Developing People and Self-motivation
A good leader develops "the competence and commitment of their
people so they're self-motivated rather than dependent on others for
direction and guidance." According to Ken Blanchard, "Four
combinations of competence and commitment make up what we call
'development level."

D4 D3 D2 D4

High Moderate to Some to low Low competence

competence and Hugh competence and and high
high competence and low commitment commitment
commitment variable
commitment
Supervisors play an important role in the business
environment. Their primary job is to see that the work
performed by employees is completed on time and at the
highest level of quality.
Supervisors perform a wide range of functions, all of
which are closely intertwined. For example, they must be
excellent communicators. It is their job to write reports,
letters, memos, performance appraisals, and the gamut of
documents that businesses need to operate.
 Supervisor as Communicator
Supervisors are require to communicate with a variety of
personnel in the course of their jobs. Similarly, supervisors
must deal with people with a wide range of personal styles,
regardless of their ages and backgrounds. Supervisor must be
able to write and speak concisely, clearly, consistently and
courteously with senior managers, production workers,
customers, suppliers, and other people who have an interest
in the organization's activities
An effective supervisor must be a polished trainer. It is
part of the supervisor's responsibility to demonstrate to
workers exactly how certain procedures are performed.
Supervisors must also be excellent learners.

For supervisors, life is a learning process. Not only must

theu learn the rudiments of their subordinate's jobs, but
they must also learn basic supervisory skills.
Supervisor as Goal Setter
Supervisors are responsible for setting goals for themselves
and their subordinates. In addition, they are charged with
ensuring that unit and individual goals set by senior
management are met.

Supervisor as Evaluator
It is the supervisor's job to evaluate workers on a regular
basis. Workers appreciate feedback on their progress.
Generally, they want honest and frequent appraisals of their
work and suggestions from their supervisors on how to
improve their performance.
Supervisors need to be aware of the needs of their
subordinates. For example, they must know how to motivate
people, how yo reward them, how and when to discipline
them, and when and how to refer them employee assistance
program.
Supervisor as Computer Expert
In today's business environment, supervisors must be computer
proficient. Many of today's management functions are tied closely
to computers. Supervisors are not responsible for many of the
functions facilitated by computers,but they must have a working
knowledge if how computers operate and their role in the
production process.

Supervisor as Producer
The supervisor is inextricably linked to the production of goods
and services. First, supervisors must be knowledgeable about the
production process theu control. They are responsible for a large
variety of simultaneous activities in the ongoing production
process.
Supervisors must be particularly effective in an advisory role.
Supervisors who can advise senior managers, middle
managers, and subordinates on topics that affect their work
activities are valuable.

An idea champion is an individual who generates a new idea

or believes in the value of a new idea and supports it in the
face of potential obstacles. They are members of the lower
supervisory levels. They typically are creative people who are
willing to take risks.
Supervisor as Environmental Watchdog
Contemporary supervisors exemplify the prototypical knowledge
workers that the business world is beginning to demand. They must
be knowledgeable about a wide range of environmental issues and
workplace safety programs. Today's supervisors must be aware of
public policy issues that were of no concern to their predecessors.

Supervisor as International Manager

Contemporary supervisors are well-advised to learn new
languages and become aware of cultural differences among
workers. They must learn international trade laws and regulations
and the differences in reward and punishment systems.
 The New Challenge
for Supervisors
It would be impossible to conduct business
on any scale were it not for the presence of
qualified supervisors who can lead
production workers. Supervisors function as
leaders, trainers, goal setters, environmental
watchdogs, facilitators, communicators and
more. Simply put, they are the backbone of
the business world, and will continue to be
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as long as there is business to conduct.
Skills of an Effective
Supervisor
According to Mona Johnson the owner
of companies,z especially large
companies. She hires supervisors to
ensure that employeez are using
company time productively and
effectively. The employees will follow
the lead of their supervisor, and if the
skills the supervisor have one
effective, it will show in the
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department's overall performance.
The supervisor must monitor
the employees occasionally,
and ensure that they are using
their time effectively.
Productivity is what the
company pays for, and if an
employee is surfing the
internet, or taking personal
calls all day, he is not using
his work time to be productive
When problems arise with workers, an effective supervisor will rectify
the situation immediately. When co-workers are in an intense
environment, they tend not to work well. The supervisor will need to
use her skills to come to some type of resolution that will not keep
productivity of their department down. If a supervisor does not have
the skills to ease tension, this can cause higher management to
question his supervising skills.
Delegate Tasks Motivational Skills

An effective supervisor An effective supervisor has

will delegate jobs and good motivational skills.
Employees often need to be
use his authority
motivated to perform well
ethically. If an on the job, especially when
employee slacks on they are handed a task, they
the job, this will be an believe they will not succeed
instance when the with. An effective supervisor
supervisor will have to will boost up their
confidence, and tell them
use his authority in a
they can do the task with no
positive way. problem.
Progressive discipline is the key to improve
performance.
According to Robert Bacal in his Five Sins of
Discipline, most managers, at some time in their
careers, will have to discipline employees for the
purposes of performance improvement.
There are some psychological factors into play that
militate against constructive discipline processes.
Identifying some common errors, and helping supervisor to formulate
an approach to discipline based on sound principles will be
considered.

Error #1: Discipline as

Punishment Alternative Perspective
Perhaps one of the most prevalent
errors is based on the idea that Discipline, in this approach
discipline is punishment. The focuses on what the employee
manager that perceives discipline must learn in order to bring his/her
as a punishment process tends to behavior in line with the needs and
apply negative sanctions, expectations of the organization.
expecting that those negative
sanctions will have some sort of
positive effect.
Identifying some common errors, and helping supervisor to formulate
an approach to discipline based on sound principles will be
considered.

Error #3: Too Late, Too Late

It's probably safe to say that managers do
Error #2: Discipline as an I not go hunting for disciplinary problems.
- You Confrontation Sometimes, through managers are TOO
slow to respond to an emerging issue or
A second error is that some
problem. There are a number of reasons
managers see discipline as for this:
something done TO an employee,
tendency yo see an emerging problem
not something done with an desire to have harmony
employee. perceptiom that discipline is a cause
of disharmony
simple dread
Identifying some common errors, and helping supervisor to formulate
an approach to discipline based on sound principles will be
considered.

Error #5: Missing Root Causes

Error #4: A Non- In some cases, a problem employee
Progressive Approach may require this kind of approach
particularly if he has the skills to do
Progressive discipline starts with what is desired, but have not been
the least possible use of power applying the skills for one reason or
and disciplinary action, and over another, related to motivation.
time, will involve stronger actions, Without knowing the root causes
if the situation continues. underlying performance problem it
will he difficult to work with an
employee to improve that
performance.
Act the day you hear of the incident.
Don't begin correction with praise.
Prepare your heart by remembering the goal is long-
term restoration and not to vent your frustration.
Explain anf encourage the practice of a positive
character trait.
With a spirit of caring.
Administer appropriate consequences.
Finally, restore the relationship.
 Terminating Employee
An involuntary termination of
employment is a double failure since it
shows that the employee could not meet
the needs and expectations of the
employer and it also demonstrates that
the employer may not have done what
was needed in the hiring process and in
managing the person once hired.
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 Consider the following suggestions
1. Utilize the Back Up of the Management
Your Human Resources Department and your supervisor should be
consulted and utilized as much as possible during this entire process.
Seek out and use any help that is available and appropriate within your
organization.

2. Plan the logistics: Where, When, How long, etc.

Where: Where will the meeting be held? Tip:

A neutral conference room, meeting room, or unoccupied lunchroom etc.
is usually the best. Schedule the time and make sure there are no
conflicts in the schedule.
 When: What time of day and what day of the week?
Try to hold the termination meeting at a time and location that will not
parade the employee through the job site at a peak period. Mid-week
terminations will allow the employee to reach out for legal or other
advice they may need to help them cope during the week.

How long: How long will the meeting last?

The purpose of this meeting is to inform the employee of the decision,
not to debate it or review it. If the basic information is prepared in
advance, including written materials, then the job can be done in a
relatively short period of time.
 Who will be there?
Suggestion: Try to get another supervisor or HR person to be in
attendance as a witness and take contemporaneous notes. Other than
that, make sure that there are no other people in the room at the time
unless the employee themselves have asked someone to come with them.

Getting In and Out: How will I arrive at and leave the meeting?
Suggestion: Try to make sure that you can exit the interview gracefully
and at the time of your own choosing. You don't want to be stuck in a
situation where the employee won't leave when you want them to, or
where you have to walk out of a situation where things have not been
resolved and you have to "escape".
 What Happens With The Employee: Where will they after the
interview?
Follow your organization's procedures to the letter. Dont leave the
employee hanging and have a detailed plan in place for their activity
after the interview.

3. Expect the Unexpected

Try to anticipate any questions and prepare your answers. If you go
through possible scenarios you will feel more comfortable facing this
situation. Think about what can go wrong, and how yo diffuse it.
4. Prepare Yourself Emotionally

Before the meeting allow some time to review your notes and get
yourself together emotionally. It is best to contain regret, anger,
frustration, sadness, or other emotions. Stick to the tone and purpose of
this meeting, both factually snd emotionally.

5. Control the Interview

From the moment you contact the employee go the interview until the
moment you depart you goal should be to control the interview. By
"control" we mean that you direct the course interview and dictate it's
timing and outcome.
Elements that are involved in keeping
control of the interview such as the ff.

✓ Decide what "tone" will you set and

stick to it.

✓ Decide how much time will be spent

on each segment of the interview.

✓ Decide how to end the interview.

✓ Decide in advance that you will be
prepared and do your best to maintain
control throughout the interview.
6. Give Clear Explanations
Make sure that any release or other paperwork involved with the
termination is written in plain, understandable language.

7. Be Professional
While you can't control an employee's actions, you can maintain a
positive and professional attitude that may help prevent any bitterness.

8. Respond to the Employee as a Person

Even though you are in control of the interview, respond appropriately

based on the situation, not just what you have in your plan. You can be
compassionate, yet forceful, and you can be empathetic without being
apologetic.
9. Congratulate Yourself: Review Your Performance and Move on
After you have completed terminating the employee you can review the
situation and your own performance. Whatever happened in this whole
process you can learn from it and move on.

10. Some Do's and Don'ts

Here are few more suggested "Do's" for terminating an employee:
Be clear and answer questions.
Let your employee respond.
End in a positive note.
Put yourself in the employee's shoes, then do what you feel is right.
Specify clearly why the employee is being terminated and the
effective date and time of the termination.
Here are few more suggested "Don'ts" for terminating an employee:

Don't give employees false hope and say you'll help them find a job.
Don't get defensive.
Don't apologize, you can express regret that the employment
relationship didn't work out, but don't apologize.
Don't debate with the employee. Give honest answers, but don't
debate.
Don't assess blame or make apologies.
Thank You!

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