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SUPERVISION TODAY! 5/eSUPERVISION TODAY! 5/eThe Ultimate Guide to Front-line ManagementThe Ultimate Guide to Front-line ManagementStephen P. Robbins and David A. DeCenzoStephen P. Robbins and David A. DeCenzo

©2007 Pearson Education, Inc.©2007 Pearson Education, Inc.Pearson Prentice HallPearson Prentice HallUpper Saddle River, NJ 07458Upper Saddle River, NJ 07458



DEFINING THE SUPERVISOR’S JOB





EXHIBIT 1–2Efficiency versus effectiveness.





EXHIBIT 1–3Management functions.



Supervisors can be called…

Assistant managerDepartment headHead coachTeam leaderShift

leader/captainForeman



Traditional roleOverseerDisciplinarianEnforcer of policy“Do as I say, not as I do” mentality



Today’s role

TrainerAdviserMentorFacilitatorCoach



More roles

Key personPerson in the middleJust another workerBehavioral specialist



Why promote from within?Know the operationUnderstand the organizationKnow the employeesHave prior experience on which to make

decisionsEmployee motivator



Why is supervising so difficult?Key communicatorUnprepared for the realityAccountabilityPaperworkStuck between operatives and

managersUsually promoted from peer groupLeft out of the decision-making processMust have a much more personal

relationship with employees



Required competencies

TechnicalInterpersonalConceptualPolitical



EXHIBIT 1–4How competency demands vary at different levels of management.

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