Mosley 9e ppt_ch01

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CHAPTER 1

SUPERVISORY MANAGEMENT

ROLES AND CHALLENGES


• Explain why management is needed in all organizations

• Describe the different levels of management• Discuss what managers do• Explain the basic skills required for effective

management• Explain where supervisors come from

LEARNING OBJECTIVES

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• Clarify the different relationships supervisory managers have with others

• Discuss the emerging position of supervisory managers

• Discuss some trends challenging supervisors

LEARNING OBJECTIVES

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• Organization: Group of people working together in a structured situation for a common objective

• Basic organizational activities• Operations: Producing the product or service• Marketing: Selling and distributing the product

or service• Financing: Providing and using funds to produce

and distribute the product or service

NEED FOR MANAGEMENT

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• Working with people to achieve objectives by:• Effective decision making • Coordinating available resources

• Managers are needed in all types of organizations

MANAGEMENT

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EXHIBIT 1.2 - HOW MANAGEMENT COMBINES THE ORGANIZATION’S RESOURCES INTO A PRODUCTIVE SYSTEM

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• Authority: Right to act in a specified manner and to tell others how to act• To reach organizational objectives

• Responsibility: Occurs when key tasks associated with a particular job are specified• Obligation created when an employee accepts a

manager’s delegated authority

AUTHORITY AND RESPONSIBILITY

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EXHIBIT 1.3 - HOW MANAGEMENT AUTHORITY AND RESPONSIBILITY INCREASE AT HIGHER LEVELS

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EXHIBIT 1.5 - HOW THE MANAGEMENT FUNCTIONS ARE RELATED

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EXHIBIT 1.6 - ROLES PLAYED BY MANAGERS

Source: “Roles Played by Managers” adapted from The Natures of Managerial Work by Henry Mintzberg. Copyright © 1973 by Henry Mintzberg. Reprinted by permission of Henry Mintzberg.

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SKILLS REQUIRED FOR EFFECTIVE MANAGEMENT

• Mental ability to become aware of and identify relationships among different pieces of information

Conceptual skills

• Understanding other people and interacting effectively

Human relations skills

• Establishing and following procedures to process paperwork in an orderly manner

Administrative skills

• Understanding and being able to supervise effectively specific processes required

Technical skills

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• Capacity to recognize and accurately perceive one’s own and others’ emotions

• Helps:• Understand the significance of the emotions• Influence one’s actions based on the analysis of

the emotions• Influence a person’s ability to succeed as a

leader

EMOTIONAL INTELLIGENCE (EI)

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EXHIBIT 1.7 - THE RELATIVE IMPORTANCE OFMANAGERIAL SKILLS AT DIFFERENT MANAGERIAL LEVELS

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• Internal promotions• Reasons for selecting current employees

• Inside candidate understands the organization and its culture

• Firsthand knowledge of the employee’s record of accomplishment is available

• Serves as a reward and as an incentive for the employees with managerial potential

WHERE SUPERVISORS COME FROM

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• Mistakes made by the management• Selecting the best present performer• Inadequate training for the employee

WHERE SUPERVISORS COME FROM

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EXHIBIT 1.8 - WHY SUPERVISORS AND MANAGERS FAIL

Source: Also, see Robert D. Ramsey, “The Most Important Skills for Today’s Supervisors,” Supervision, November 2007, 3–6; Chuck Williams, Management (Mason, OH: Thomson South-Western, 2008), 14–15; E. Van Velsor and J. Brittain, “Why Executives Derail: Perspectives across Time and Cultures,” Academy of Management Executive, November 1995, 62–72.

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EXHIBIT 1.9 - THE SUPERVISOR’S NETWORK OF RELATIONSHIPS

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EXHIBIT 1.10 - THE FLOW OF SUPERVISORS’ ORGANIZATIONAL RELATIONSHIPS

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• Union steward: Union member elected by other members to represent their interests in relations with management

• Mentor: Experienced manager who acts as an advocate and teacher for a younger, less experienced manager

UNION STEWARD AND MENTOR

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EXHIBIT 1.11 - CHANGING VIEWS OF SUPERVISOR’S JOB

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GOALS OF A SUPERVISOR

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• Dealing with a more diverse workforce

• Diversity: Wide range of distinguishing employee characteristics• Sex, age, race, ethnic origin, and other factors

• Glass ceiling: Invisible barrier that limits women from advancing in an organization

• Emphasizing team performance

• Empowerment: Granting employees authority to make key decisions within their areas of responsibility

TRENDS CHALLENGING SUPERVISORS

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• Supervisors become leaders, facilitators, or team advisors• Team advisors: Share responsibility with team

for cost, quality, and prompt delivery of products

• Coping with exploding technology

• Primary effect - Resistance due to the uncertainty that comes with the changes


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• Supervisors should • Keep abreast of changes that can improve

effectiveness

• Improve training of employees

• Overcome employees’ resistance to change

• Adjusting to occupational and industry shifts

• Reinventing: Organizations changing such elements as their size, organizational structure, and markets


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• Reengineering: Rethinking and redesigning processes to improve dramatically cost, quality, service, and speed

• Downsizing: Eliminating unnecessary levels of management to become leaner and more efficient • Reducing the workforce and consolidating

departments and work groups


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• Meeting global challenges

• Must learn to adapt to cultural differences and find ways to adjust to nontraditional styles

• Improving quality and productivity

• Driving factor - Global competition

• Improving ethical behavior

• Ethical dilemmas: Situations in which the supervisor is not certain of the correct behavior


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• Responding to crises

• Crises - Events that have a negative impact on the entire organization or on individual managers


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• Administrative skills• Authority• Conceptual skills• Controlling• Diversity• Downsizing• Empowerment• Ethical dilemmas• Emotional intelligence• Financial resources• Financing• Glass ceiling• Human relations skills

• Human resources• Leading• Management• Managerial functions• Marketing• Mentor• Middle management• Operations• Organization• Organizing• Physical resources• Planning• Reengineering

• Reinvention• Relationships

network• Responsibility• Roles• Staffing• Supervisory

management• Team advisors• Technical skills• Top management• Union steward

IMPORTANT TERMS

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Education

Mosley 9e ppt_ch01