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The Charlotte Hungerford Hospital. Supervisor. Skills for Success Presented by Alberta Arens Professional Development Educator. Successful Organizations. Management Development Series. Administrative Skills Communication Skills Interpersonal Skills Leadership Skills

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supervisor

The Charlotte Hungerford Hospital

Supervisor

Skills for Success

Presented by

Alberta Arens

Professional Development Educator

slide2

Successful

Organizations

management development series
Management Development Series
  • Administrative Skills
  • Communication Skills
  • Interpersonal Skills
  • Leadership Skills
  • Motivational Skills
  • Organizational Knowledge
  • Organizational Strategy Skills
  • Self Management Skills
  • Thinking Skills
the role of the supervisor
The Role of the Supervisor
  • Planning activities, hours, scheduling
  • Providing leadership and direction
  • Managing or supervising others to make sure work gets done
  • Taking responsibility for the performance of the people working for you
traits of a supervisor
Traits of a Supervisor
  • Patience
  • Tolerance
  • Sensitivity
  • Empathy
  • Punctuality
  • Decisiveness
self check give yourself 3 points for each always 2 for each sometimes and a 1 for each never
Self CheckGive yourself 3 points for each Always, 2 for each Sometimes, and a 1 for each Never

10-15 successful, 8-10 average, below 8 you have work ahead of you

leadership skills
Leadership Skills
  • Confidence in your own ability
  • Good communication skills
  • Ability to make decisions
  • Trust in your employees to do the job
  • Desire to develop skills in others
  • Comfortable in giving direction to others
  • Ability to motivate people
impediments to success
Impediments To Success
  • Too may goals
  • Lack of priorities
  • Incomplete projects
  • Lack of confidence
  • Others. . .
development first
Development First
  • Focus on priorities
  • Implement something everyday
  • Reflect on what happens
  • Seek Feedback and support
  • Transfer learning into next steps
self check give yourself 3 points for each always 2 for each sometimes and a 1 for each never1
Self CheckGive yourself 3 points for each Always, 2 for each Sometimes, and a 1 for each Never

10-15 successful, 8-10 average, below 8 you have work ahead of you

focus on your priorities
Focus on Your Priorities
  • Analyze Your Skills Portfolio
  • Determine Your Goals
  • Create a Plan
implement something every day
Implement Something Every Day
  • Continuous Process
  • Stretch your comfort zone
  • Take intelligent risks
reflect on what happens
Reflect on What Happens
  • Get feedback from others
  • Compare your actual accomplishments with the objective in your plan
  • Discuss your development and progress with your manager
  • Keep a log
  • Congratulate yourself
seek feedback and support
Seek Feedback and Support
  • Continuous process of feedback and involvement of others
  • Get help from others
transfer learning into next steps
Transfer Learning into Next Steps
  • Adapt and plan for continued learning
    • Seek experience
    • Pursue learning
    • Teach others
    • Analyze the barriers to your development and work to remove them
getting started
Getting Started
  • Determine personal and business goals for one year period
  • Determine resources for reaching those goals
  • Break down and prioritize your objectives
  • Get support for your goals from your employees and superiors
  • Make decisions and implement plans to reach your goals
establish plans
Establish Plans

Developing General Planning Skills

Improving Your Planning Skills.

general planning skills
General Planning Skills
  • What is The Charlotte Hungerford Hospital’s vision
  • What does that mean for me and my department
  • What are the future opportunities
  • What talents and resources will I need to accomplish my part
the charlotte hungerford hospital
The Charlotte Hungerford Hospital

Mission: As a regional health care provider, the primary mission of the Charlotte Hungerford Hospital is to provide quality, compassionate, and cost effective healthcare that continually meets and exceeds the needs of our Northwest Connecticut Community

the charlotte hungerford hospital1
The Charlotte Hungerford Hospital

Vision: The Charlotte Hungerford Hospital Health Care System is the Northwest Connecticut leader and innovator in quality health care, and is recognized as a resource of health care value in the communities.

the charlotte hungerford hospital2
The Charlotte Hungerford Hospital

Values: Recognizing the worth and dignity of every human being, we fulfill our mission through the expression of the following core values that are rooted in our history: defining workers, colleagues, and community we serve without regard to ethnic or cultural differences, spiritual belief, or lifestyle choices. We believe it is also our duty, while providing quality care to our patients, to comply with all laws that govern our business and to treat each person in an honest and fair manner.

getting started1
Getting Started
  • What are your long-range personal goals
  • What are the business goals of the hospital
personal goals
Personal Goals
  • Own my home
  • Have a family
  • Buy a new car
  • Advance within the company
  • Earn more money
  • Have more prestige
  • Other(s)
business goals
Business Goals
  • What Are the Business Goals for My Department and for Me, as a New Supervisor
    • Earn the respect of my employees
    • Eliminate problem situations
    • Assert my authority
    • Contribute great new ideas
    • Change procedures and methods
    • Convince top management of department’s values and contribution
    • Others
an effective action plan
An Effective Action Plan
  • Ensure your group's goals and your own “mesh” with the goals of the organization
  • Prioritize
  • Define goals & roles
  • Determine key results
  • Develop objectives to measure success
  • Be flexible
4 step process of development
4 Step Process of Development
  • Identify department objective
  • Create your plan
  • Review your plan with your manager
  • Organize and monitor work
assessing resource needs
Assessing Resource Needs
  • Budget on target
  • List resources needed to implement project
  • Time line
  • Human resources needs
  • Be Realistic
  • Measure & monitor productivity
making plans that are realistic
Making Plans That Are Realistic
  • Reality Checks
    • What can go wrong
    • Keep track of the overall picture
    • Contribution by groups involved
improving your planning skills
Improving Your Planning Skills
  • Use target dates
  • Delegate responsibility
  • Request status reports
  • Monitor progress
  • Adjust plans when necessary
balancing act
Balancing Act
  • Keep a log
  • Prioritize
  • 80/20 rule
employee involvement
Employee Involvement
  • List all individuals who can help and also those individuals who are affected
  • Incorporate their ideas if possible
  • Review your plan with each individual
  • Explain how employee piece of the plan fits into the overall picture
structure staff
Structure & Staff
  • Developing an effective structure
  • Staffing effectively
  • Recruiting employees
developing an effective structure
Developing an Effective Structure

An organization’s structure needs to be dynamic. What worked well may no longer serve the needs of the organization or its customers.

improving the span of control
Improving the Span of Control
  • Do you supervise too many or too few people
  • To what extent do you feel that your manager supervises too many or too few people to be efficient and effective?
staffing effectively
Staffing Effectively
  • Staffing your team with competent people
    • Know the job that you are hiring for
    • Know the kinds of employees who are successful for CHH
    • Enlist the assistance of your best performers in recruiting
    • Ask trusted, competent people to make referrals
    • Look for talent inside CHH
    • Be willing to invest the training time
staffing effectively1
Staffing Effectively
  • Building a Team
    • Define team
    • Analyze the mix
    • Develop staff to meet needs
    • Don’t hire in your own image
staffing effectively2
Staffing Effectively
  • Matching Individual to Jobs
    • Identify the signs of poor matches
    • Review poor matches in the past
    • Look for a pattern
    • Develop strategies
staffing effectively3
Staffing Effectively
  • Anticipate Long Term Staffing Needs
slide42

Do you find your workload over-whelming?

Does it feel like you’re always behind on projects?

Are things falling through the cracks and not gettingdone?

time management myths
Time ManagementMyths
  • Being busy is being productive
  • Efficiency is effectiveness
  • An open-door policy works best
getting control
Getting Control
  • Identify major time wasters
  • Prioritize your work
  • Create your own priority plan
time wasters
Time Wasters
  • No priorities
  • Doing too many things at once
  • Too much attention to detail of other people’s work
  • Too many meetings
  • Meetings run too long
  • Procrastination
  • Solving employees’ personal problems
  • Long phone conversations
  • Doing other peoples work
prioritizing
Prioritizing
  • Determine what projects are important
  • Use a time log
    • To determine how you are spending your days
improving your time management
Improving your Time Management
  • Make to-do lists in order of priority
  • Plan what you’re going to a day ahead
  • Plan telephone calls in advance
  • Plan meetings in advance
  • Evaluate your time management
  • Look at your personal list of major time wasters
interruptions
Interruptions

Where has the day gone!

reducing excessive interruptions

Reasons for Interruptions

Possible solutions

People stop by to socialize; they interrupt me because of my accessibility

Decrease my accessibility. Close my office door when I don’t want to be interrupted. Establish set times when I am available for impromptu talks

Individuals are insecure about making decisions on their own because of lack of experience or confidence, so they come to me more often than necessary

Establish programs to help these individuals develop their skills and increase their confidence

People who could make decisions on their own are coming to me for approval

Delegate more authority. Analyze the topics discussed during the interruptions to determine which areas could be delegated

People have questions about coordination of staff members’ duties

Schedule more frequent staff meetings

People lack information

Establish a better means of disseminating information with better project plans, more informational memos, and more discussion at staff meetings

Reducing Excessive Interruptions
implementing your development plan
Implementing Your Development Plan
  • Spending time each day on your development
  • Seize on the job development opportunities
  • Involve others
  • Seek honest feedback
  • Eliminate defensiveness
  • Overcome barriers to development
  • Monitor your progress
  • Reflect on what you’ve learned
  • Transfer learning into the next step
reference
Reference
  • Mancini, Marc, Time management, McGraw-Hill, 1994
  • Tepper, Bruce B., The New Supervisor: Skills for Success, McGraw-Hill 1994