© 2010 Cengage/South-Western. All rights reserved. Chapter 1: SUPERVISING IN UNCERTAIN TIMES Leonard: Supervision 11e

© 2010 Cengage/South-Western.All rights reserved.© 2010 Cengage/South-Western.All rights reserved.

Chapter 1:Chapter 1:SUPERVISING IN SUPERVISING IN UNCERTAIN TIMESUNCERTAIN TIMESLeonard: Supervision 11eLeonard: Supervision 11e

Chapter 1:Chapter 1:SUPERVISING IN SUPERVISING IN UNCERTAIN TIMESUNCERTAIN TIMESLeonard: Supervision 11eLeonard: Supervision 11e

© 2010 Cengage/South-Western. All rights reserved. 1–2

AFTER STUDYING THIS AFTER STUDYING THIS CHAPTER, YOU WILL BE ABLE CHAPTER, YOU WILL BE ABLE TO:TO:

AFTER STUDYING THIS AFTER STUDYING THIS CHAPTER, YOU WILL BE ABLE CHAPTER, YOU WILL BE ABLE TO:TO:

1.1. Explain the demands and rewards of being a Explain the demands and rewards of being a supervisor.supervisor.

2.2. Describe the contributions of four schools of Describe the contributions of four schools of management thought.management thought.

3.3. Identify and discuss the major demographic and Identify and discuss the major demographic and societal trends that will affect supervisors.societal trends that will affect supervisors.

4.4. Explain why supervisors must continually grow and Explain why supervisors must continually grow and develop as professionals.develop as professionals.


What Does It Mean to Be a What Does It Mean to Be a Supervisor In Uncertain Times?Supervisor In Uncertain Times?

• Successful SupervisorsSuccessful Supervisors Develop the ability to balance the requirements for Develop the ability to balance the requirements for

high work performance with the diverse needs of the high work performance with the diverse needs of the workforce.workforce.

• The Challenges and Rewards of SupervisionThe Challenges and Rewards of Supervision Getting diverse people to work togetherGetting diverse people to work together Increased responsibility that comes with climbing the Increased responsibility that comes with climbing the

management hierarchymanagement hierarchy The unpredictable nature of the jobThe unpredictable nature of the job The sense of accomplishment from doing a job wellThe sense of accomplishment from doing a job well Managing organizational pressures and conflictManaging organizational pressures and conflict


Supervisory ManagementSupervisory Management

• SupervisorsSupervisors First-level managers in charge of First-level managers in charge of

entry-level and other departmental entry-level and other departmental employees.employees.

• Working SupervisorsWorking Supervisors First-level individuals who perform First-level individuals who perform

supervisory functions but who may supervisory functions but who may not legally or officially be part of not legally or officially be part of management.management. Foreman/forewoman, group/team Foreman/forewoman, group/team

leader, lead person, coach, and leader, lead person, coach, and facilitatorfacilitator


Schools of Management ThoughtSchools of Management Thought

• Scientific Management Approach (Taylor)Scientific Management Approach (Taylor) Focuses on determining the most efficient ways to Focuses on determining the most efficient ways to

increase output and productivity.increase output and productivity. Analyze the tasks using the principles of science to find the Analyze the tasks using the principles of science to find the

one best way to perform the work.one best way to perform the work.

Recruit the employee best suited to perform the job. Recruit the employee best suited to perform the job.

Instruct the worker in the one best way to perform the job.Instruct the worker in the one best way to perform the job.

Reward the accomplishment of the worker. Reward the accomplishment of the worker.

Cooperate with workers to ensure that the job matches plans Cooperate with workers to ensure that the job matches plans and principles.and principles.

Ensure an equal division of work and responsibility between Ensure an equal division of work and responsibility between managers and workers.managers and workers.


Schools of Management Thought Schools of Management Thought (cont’d)(cont’d)

• Functional ApproachFunctional Approach Asserts that all managers perform similar functions Asserts that all managers perform similar functions

in doing their jobsin doing their jobs——the universality of management.the universality of management. A manager’s authority should equal that manager’s A manager’s authority should equal that manager’s

responsibility and that the direction and flow of authority responsibility and that the direction and flow of authority through an organization should be unified.through an organization should be unified.

Five functions of management (Fayol)Five functions of management (Fayol)1.1. Planning:Planning: Setting down a course of action. Setting down a course of action.

2.2. Organizing:Organizing: Designing a structure, with tasks and authority Designing a structure, with tasks and authority clearly defined.clearly defined.

3.3. Commanding:Commanding: Directing subordinates’ actions. Directing subordinates’ actions.

4.4. Coordinating:Coordinating: Pulling organizational elements toward Pulling organizational elements toward common objectives.common objectives.

5.5. Controlling:Controlling: Ensuring that plans are carried out. Ensuring that plans are carried out.



• Human Relations/Behavioral SchoolHuman Relations/Behavioral School Focuses on the behavior of people in the work Focuses on the behavior of people in the work

environment in the belief that:environment in the belief that:1.1. if managers used the principles of scientific management, if managers used the principles of scientific management,

worker efficiency would increase and productivity increases worker efficiency would increase and productivity increases would followwould follow

2.2. if managers strove to improve working conditions, if managers strove to improve working conditions, productivity would increase.productivity would increase.

• Hawthorne StudiesHawthorne Studies Hawthorne EffectHawthorne Effect

The fact that special interest shown in people may cause The fact that special interest shown in people may cause those people to behave differently.those people to behave differently.



• Quantitative/Systems ApproachesQuantitative/Systems Approaches Use mathematical modeling as a foundation in Use mathematical modeling as a foundation in

attempting to quantitatively describe the attempting to quantitatively describe the interrelationships of variables through data, data can interrelationships of variables through data, data can be manipulated and outcomes predicted.be manipulated and outcomes predicted.

Develop mathematical models as series or collections Develop mathematical models as series or collections of interrelated variables or parts that can be analyzed of interrelated variables or parts that can be analyzed and used in decision making.and used in decision making.

Are frequently found in large organizations where Are frequently found in large organizations where sales, costs, and production data are analyzed using sales, costs, and production data are analyzed using computer technology.computer technology.


Factors And Trends Factors And Trends Affecting The Role Of The Affecting The Role Of The

SupervisorSupervisor• DiversityDiversity The cultural, ethnic, gender, age, educational level, The cultural, ethnic, gender, age, educational level,

racial, and lifestyle differences of employees.racial, and lifestyle differences of employees.

• Population and Workforce GrowthPopulation and Workforce Growth Continued growth in both.Continued growth in both. Better educated but many employees lack basic skillsBetter educated but many employees lack basic skills

• Changing Age PatternsChanging Age Patterns The workforce will continue to grow older.The workforce will continue to grow older.

Generation Xers (1964Generation Xers (1964––1981)1981) Boomers (1946Boomers (1946––1963)1963) Matures (before 1945)Matures (before 1945)


FIGURE FIGURE 1.1.55 Effective supervisors must be adaptable and be able to Effective supervisors must be adaptable and be able to maintain their perspective in the face of rapidly changing maintain their perspective in the face of rapidly changing conditions.conditions.


FIGURE FIGURE 1.1.66 Trends affecting the workplace and the HR profession.Trends affecting the workplace and the HR profession.

1. Continuing high cost of health care in the United States.

2. Large numbers of baby boomers retiring at around the same time.

3. Threat of increased health care/medical costs on economic competitiveness of the United States.

4. Aging population.

5. Growing need to develop retention strategies for current and future workforce.

6. Federal health care legislation.

7. Preparing organizations for an older workforce and the next wave of retirement.

8. Threat of recession in the United States globally.

9. Labor shortage at all skill levels.

10. Demographic shifts leading to a shortage of high-skilled workers.

Source: “Trends that HR professionals believe will have the biggest impact on the workplace and the HR profession.” SHRM 2008-2009 Workplace Forecast: A Strategic Outlook. This report is available to SHRM members free of charge. Others can log on to http://www.shrm.org/shrmstore to order a copy of the complete report.


FIGURE FIGURE 1.1.77 Workforce projections 2006–2016Workforce projections 2006–2016• Employment: Total employment is expected to increase by 10 percent down

substantially from earlier periods.

• The service-producing sector will generate almost all of the employment gain during this time period.

• Professional, business services, health care, and social assistance are also expected to grow substantially.

• Those employed in management, scientific, and technical consulting services; employment services; and general medical and surgical hospitals have projected growth.

• There will be a substantial decline in the manufacturing sector, including printing and motor vehicle parts manufacturing.

• The number of workers over 55 is projected to grow more than five times the projected overall labor force growth rate.

• Blacks will constitute 12.3 percent of the labor force.

• Asians are expected to be the fastest growing group.

• The labor force participation rates for women in nearly all age groups are projected to increase.

Source: FirstGov, at http://www.firstgov.gov, provides a one-stop access point for all U.S. government resources. Central to this site is a search engine into which you can enter keywords or phrases to help find the specific employment information you want. Much of the material contained in this figure was adapted from “BLS Releases 2006–2016 Employment Projections,” December 3, 2007. http://www.bls.gov/news.release/ecopro.nr0.htm.


Factors And Trends AffectingFactors And Trends AffectingThe Role Of The Supervisor The Role Of The Supervisor

(cont’d)(cont’d)• Women in the Workforce and Related IssuesWomen in the Workforce and Related Issues

The increase in both the number and percentage of The increase in both the number and percentage of women in the U.S. workforce.women in the U.S. workforce.

Women’s roles as both employees and mothers.Women’s roles as both employees and mothers. Conflicts between job and family obligations.Conflicts between job and family obligations. Sexual harassment in the work environment.Sexual harassment in the work environment.


Factors And Trends AffectingFactors And Trends AffectingThe Role Of The Supervisor The Role Of The Supervisor (cont’d)(cont’d)

• When and How Work Will Be DoneWhen and How Work Will Be Done Flextime Flextime

Policy that allows employees to choose their work hours Policy that allows employees to choose their work hours within stated limits.within stated limits.

Job sharingJob sharing Policy that allows two or more employees to perform a job Policy that allows two or more employees to perform a job

normally done by one full-time employee.normally done by one full-time employee.

Telecommuting Telecommuting Receiving work from and sending work to the office from Receiving work from and sending work to the office from

home via a computer and modem.home via a computer and modem.



• Racial Minorities in the WorkforceRacial Minorities in the Workforce More non-English speaking employeesMore non-English speaking employees

• Opportunities for Women and MinoritiesOpportunities for Women and Minorities Glass ceilingGlass ceiling

Invisible barrier that limits the advancement of women and Invisible barrier that limits the advancement of women and minorities.minorities.

Glass wallsGlass walls Invisible barriers that compartmentalize women and Invisible barriers that compartmentalize women and

minorities into certain occupational classes.minorities into certain occupational classes.



• Educational PreparationEducational Preparation Too many college-trained employeesToo many college-trained employees

Underemployment: Situations in which people are in jobs that Underemployment: Situations in which people are in jobs that do not use their SKAs.do not use their SKAs.

SKAs: A person’s skills, knowledge, and abilities.SKAs: A person’s skills, knowledge, and abilities.

Too many undereducated employeesToo many undereducated employees Competitive advantage Competitive advantage

The ability to outperform competitors by increasing efficiency, The ability to outperform competitors by increasing efficiency, quality, creativity, and responsiveness to customers and quality, creativity, and responsiveness to customers and effectively using employee talents.effectively using employee talents.


• Occupational and Industry TrendsOccupational and Industry Trends Steady growth in business-related servicesSteady growth in business-related services

Computer services, retail trade, healthcare, transportation, Computer services, retail trade, healthcare, transportation, and banking and financial services.and banking and financial services.

Continued downsizing and growth in outsourcingContinued downsizing and growth in outsourcing Declines in large-scale industrial manufacturing Declines in large-scale industrial manufacturing

businesses with growth in small and midsize firmsbusinesses with growth in small and midsize firms




• Changing Technology and Business ConditionsChanging Technology and Business Conditions Increased demand for and use of computer skills as Increased demand for and use of computer skills as

part of day-to-day responsibilities.part of day-to-day responsibilities. Ever-increasing amounts of information to be properly Ever-increasing amounts of information to be properly

managed.managed. Uncertainty about when and how technological Uncertainty about when and how technological

change will impact a supervisor’s position.change will impact a supervisor’s position.



• Global ChallengesGlobal Challenges Recognizing that management practices differ Recognizing that management practices differ

culturally and structurally in foreign firms compared to culturally and structurally in foreign firms compared to U.S.-owned and -operated firms.U.S.-owned and -operated firms. Transplanted U.S. supervisors will need to learn about Transplanted U.S. supervisors will need to learn about

cultural differences and to find ways to adapt to nontraditional cultural differences and to find ways to adapt to nontraditional management styles.management styles.

Outsourcing of high-end manufacturing and Outsourcing of high-end manufacturing and information technology jobs to low-cost countries is information technology jobs to low-cost countries is expected to continue.expected to continue.



• Employment Conditions and Work SchedulingEmployment Conditions and Work Scheduling Working with a contingent workforceWorking with a contingent workforce

Part-time, temporary, or contract employees who work Part-time, temporary, or contract employees who work schedules dependent primarily on employer needsschedules dependent primarily on employer needs

Motivating temporary employeesMotivating temporary employees Lack of commitment among transient employeesLack of commitment among transient employees

Work scheduling problemsWork scheduling problems Employee demands for greater flexibility to attend to family Employee demands for greater flexibility to attend to family

needs are likely to accelerate during the foreseeable futureneeds are likely to accelerate during the foreseeable future

Executive compensationExecutive compensation



• Employment Conditions and Work SchedulingEmployment Conditions and Work Scheduling Executive compensation: Two-tier workforceExecutive compensation: Two-tier workforce

Paying new employees at a lower rate than more senior Paying new employees at a lower rate than more senior employees. Also used to refer to disparities associated with employees. Also used to refer to disparities associated with high executive compensation.high executive compensation.

Corporate Culture and Ethical ConductCorporate Culture and Ethical Conduct Corporate culture: Set of shared purposes, values, and Corporate culture: Set of shared purposes, values, and

beliefs that employees hold about their organization.beliefs that employees hold about their organization. Ethical behavior and fair dealing are at the forefront of good Ethical behavior and fair dealing are at the forefront of good

management practices, beginning at the supervisory level.management practices, beginning at the supervisory level.



• Governmental and Societal IssuesGovernmental and Societal Issues Long-term environmental concernsLong-term environmental concerns Energy availability and costsEnergy availability and costs The costs of compliance with laws and regulationsThe costs of compliance with laws and regulations Pressures exerted by special-interest groupsPressures exerted by special-interest groups


FIGURE FIGURE 1.1.1010 Overview of federal employment legislation affecting Overview of federal employment legislation affecting supervisors.supervisors.

• Family and Medical Leave Act (FMLA) (1992)

• Americans with Disabilities Act (ADA) (1990)

• Worker Adjustment and Retraining Act (WARN) (1988)

• Pregnancy Discrimination Act (1978)

• Occupational Safety and Health Act (OSHA) (1970)

• Title VII of the Civil Rights Act, as amended (1964)

• Labor Management Relations Act (Taft-Hartley) (1947)

• Fair Labor Standards Act (FLSA) (1938)

• National Labor Relations Act (Wagner Act) (1935)


• Workplace Incivility and People that Make Life Workplace Incivility and People that Make Life DifficultDifficult Rude behavior in the workplace is increasing, Rude behavior in the workplace is increasing,

threatening the effectiveness of organizations through threatening the effectiveness of organizations through its effect on individuals and the lowering of group its effect on individuals and the lowering of group morale.morale.

Understanding how to deal with incivility and difficult Understanding how to deal with incivility and difficult people is a critical managerial skill.people is a critical managerial skill.




• Empowerment and Employee Participation in Empowerment and Employee Participation in Decision MakingDecision Making EmpowermentEmpowerment

Giving employees the authority and responsibility to Giving employees the authority and responsibility to accomplish their individual and the organization’s objectives.accomplish their individual and the organization’s objectives.

Participative managementParticipative management Allowing employees to influence and share in organizational Allowing employees to influence and share in organizational

decision making.decision making.


Supervision: A Professional Supervision: A Professional PerspectivePerspective

• Supervisors manage their firms’ most important Supervisors manage their firms’ most important resources—human resources.resources—human resources.

• Supervisors who want to be more effective:Supervisors who want to be more effective: Can develop the habits of highly effective people Can develop the habits of highly effective people Recognize the need for continuous self-development Recognize the need for continuous self-development

and renewing the four dimensions of their natureand renewing the four dimensions of their nature——spiritual, mental, social / emotional, and physicalspiritual, mental, social / emotional, and physical


KEY TERMSKEY TERMS• Competitive advantage Competitive advantage

• Contingent workforce Contingent workforce

• Corporate culture Corporate culture

• CSRCSR

• Diversity Diversity

• Engaged EmployeeEngaged Employee

• Empowerment Empowerment

• Flextime Flextime

• Functional approach Functional approach

• Glass ceiling Glass ceiling

• Glass walls Glass walls

• Going GreenGoing Green

• Hawthorne effect Hawthorne effect

• SKAs SKAs

• Society for Human Resource Society for Human Resource Management (SHRM)Management (SHRM)

• Supervisors Supervisors

• Telecommuting Telecommuting

• Underemployment Underemployment

• Working supervisorsWorking supervisors

• Human relations movement/ Human relations movement/ behavioral science approachbehavioral science approach

• Job sharingJob sharing

• Participative managementParticipative management

• Quantitative/systems approachesQuantitative/systems approaches

• Scientific management approachScientific management approach

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© 2010 Cengage/South-Western. All rights reserved. Chapter 1: SUPERVISING IN UNCERTAIN TIMES Leonard: Supervision 11e