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The Supervisory Challenge and Management Functions. Supervision: Concepts and Practices of Management , Second Canadian Edition Hilgert, Leonard, Shemko, and Docherty. © 2005 by Nelson, a division of Thomson Canada Limited. Learning Objectives.

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The Supervisory Challenge and Management Functions


Concepts and Practices

of Management,

Second Canadian Edition

Hilgert, Leonard,

Shemko, and Docherty

© 2005 by Nelson, a division of Thomson Canada Limited

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Learning Objectives

  • Explain the demands and rewards of being a supervisor.

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

  • Summarize the challenges supervisors face in fulfilling managerial roles.

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Learning Objectives

4. Explain why effective supervisors should possess a variety of skills.

5. Define management and discuss how the primary managerial functions are interrelated.

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Definition of a Supervisor


first-level manager in charge of entry-level and other departmental employees

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The Rewards

  • Satisfaction in working with motivated employees

  • More status and a higher salary

  • Authority to make decisions and manage

  • Rewards from higher management

  • Opportunity for professional and personal growth

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The Demands

  • Longer hours, often without additional pay

  • Transition from peer group is sometimes difficult

  • Interruptions, crises, problems, and complaints

  • Spend much time obtaining, interpreting and giving information

  • Conflicting demands and shifting priorities

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Factors and Trends Affecting the Supervisor

  • Population and workforce growth

  • Changing age patterns

  • Women in the workforce and related issues

  • Growth of racial minorities in the workforce

  • Opportunities for women and minorities

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Factors and Trends Affecting the Supervisor

  • Educational preparation

  • Occupational and industry trends

  • Changing technology and business conditions

  • Global challenges

  • Work scheduling and employment conditions

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Factors and Trends Affecting the Supervisor

  • Corporate culture and ethical conduct

  • Other governmental and societal issues

  • Workplace incivility and difficult people

  • Empowerment and employee participation in decision making

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Differences in culture, ethnic background, gender, age, educational level, race, and lifestyle characteristics among employees.

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A Changing Workforce

  • Flextime—employees choose work schedule

  • Job sharing—two or more employees share a single job

  • Telecommuting—employee works at home using a computer and model

  • Glassceiling—invisible barrier to advancement for women and minorities

  • Underemployment—situation in which people hold jobs that don’t utilize their skills, knowledge, or abilities

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A Changing Workforce

  • Contingent worker—part-time, temporary, or contract employee who works dependent on an “as needed” basis

  • Two-tier wage system—paying new employees at a lower rate than more senior employees

  • Corporate culture—set of shared purposes, values, and beliefs that employees hold about their organization

  • Participative management—allowing employees to be involved in organizational decision making

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The Person in the Middle

Manager Supervisor Subordinate

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Two Primary Requirements

Effective supervisors must have:

  • Working knowledge of jobs being performed

  • The ability to run the department

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Managerial Skills Make The Difference

The difference between a good supervisor and a poor one, assuming that their technical skills are similar, is the difference in their managerial skills.

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Technical skills

Human relations skills

Administrative skills

Conceptual skills

Political skills

Emotional intelligence skills

Need for a Variety of Skills

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Learnable Skills

  • Time

  • Effort

  • Determination

  • Proper tools

  • Practice

Managerial skills can be learned and developed with:

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Functions of Management


The process of getting things accomplished with and through people by guiding and motivating their efforts toward common objectives

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Functions of Management


The person who does the things necessary to enable employees to get the job done

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Functions of Management

  • Planning — determining what should be done

  • Organizing — arranging and distributing work among members of the work group to accomplish the organization’s goals

  • Staffing— the task of recruiting, selecting, orienting, training, appraising, promoting, and compensating employees

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Functions of Management

  • Leading – the managerial function of guiding employees toward accomplishing organizational objectives

  • Controlling – ensuring that actual performance is in line with intended performance and taking corrective action if necessary

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The E-Z Route for Supervisory Success

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The Continuous Flow of Managerial Functions