Supervisory Skills

Development

Programme

1
 Course Objective

To provide Managers and Supervisors with a

sound understanding of their roles and
responsibilities within the organizations and the
skills they need to achieve their objectives.

2
 .. the process of
organizing methods,
materials, manpower and
other resources to achieve
organizational goals

… is more art than

science. Managing is
working with and through
other people to accomplish the
objectives of both the
Organization and its members

3
The Management Process

Manager

Demonstrates
Good managerial
skills and competencies

Supervisor

Demonstrates
Good technical skills

Individual
contributor
4
Functions of Management

5
 Planning

Organizing Functions of Controlling

Management

Coordination

6
 Planning
• Setting goals and objectives
• Identifying drivers of income and
expenditure
• Overcoming/changing paradigms

7
 Organizing
• Identifying essential & non-essential
work activities
• Departmental relations and authority
levels
• Defining roles and responsibilities
• Time management

8
 Controlling
• Aligning activities and processes with
company’s objectives
• Establishing performance standards
and measures
• Monitoring performance

9
 Coordination
• Verification of alignment
• Developing inter-departmental relations

10
 The Management Process

Feedback
Measuring & evaluation

Developing people

Planning Controlling

Management Operational
Strategic Operational
control control

11
 Managerial Skills

The capabilities that are important for successful

performance as managers and managers

Managers need to demonstrate these skills to carry out

their role in achieving results through their employees

12
Managerial Competencies

An ability, skill, or characteristic that causes

outstanding performance in a given job

What outstanding performers do more often,

in more situations, with better results than most people

Characteristics of the best performers

13
 Technical

Intellectual Interpersonal

14
 The Managerial Skills
Technical Intellectual Interpersonal

Specific expertise:  Planning  Communication

- Engineering  Organizing  Delegation
- Finance  Controlling  Negotiation
- Accounting  Coordination  Motivation
- Administration  Problem-solving &  Team-building
Decision-making  Rewarding
 Negotiation
 Time management

15
 The Management Grid
Thoughtful Attention Work accomplished is from
to needs of committed people:
people for satisfying interdependence
relationship leads to a through a “common
comfortable, friendly stake” in organization
Concern for People

organization atmosphere purpose leads to

and work tempo relationship
of trust and respect

Exertion of minimum Efficiency In operations

effort to get results from arranging
required work done is conditions of work in
appropriate to sustain such a way that human
organizational elements Interfere to
membership a minimum degree

16
Concern for Production
Managerial Styles

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18
Pace-setter Autocratic

Democratic

Affiliative Authoritative

19
 Democratic
Commitment through participation

• Makes me feel important

• Fosters participation in decision-making
• Listens to me and to my perspectives
• Recognizes good performance

20
 Coercive
Do what I tell you

• Assigns unpleasant tasks

• Doesn’t listen to me
• Makes my life hard
• Reacts effectively in crisis situations

21
 Pace-setter
Expects perfection

• Makes me proud of what I am doing

• Sets high standards of performance
• Will not forgive mistakes

22
 Affiliative
Priority to subordinates
• Provides protection, I feel safe working
for him
• Strives to please subordinates
• Ignores work conflict
• Ineffective in emergency situations

23
 Authoritative
Firm but fair
• Always reminds me of my duties
• Lacks flexibility

24
 The Most Appropriate Style of
Management
• Sets and communicates vision
• Empowers employees
• Sets clear objectives
• Delegates authority
• Provides constructive and timely feedback
• Provides recognition when necessary
• Develops subordinates’ skills

25
 Changing Role of Management
Roles & Responsibilities of Managers/ Supervisors

26
 Quotes on Leadership
“Leadership and learning are indispensable to each
other.”- John F. Kennedy, November 22, 1963
“The speed of the leader determines the rate of the
pack”
“It is the capacity to develop and improve their skills
that distinguishes leaders from their followers.”-
Leaders: The Strategies for taking charge by Warren Bennis and Bert
Nanus

27
 Quotes on Leadership
 “The best coaches know what the end result looks like.--If
you don’t know what the end result is supposed to look like,
you can’t get there.”- Vince Lombardi
 “Failing to prepare is preparing to fail”- John Wooden [1910-
2010] -The Basketball coach who became an icon of American sports
while guiding the Bruins to an unprecedented 10 national championships
in the 1960s and '70s and remained in the spotlight during retirement with
his "Pyramid of Success" motivational program].

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 Shift from Management to Leadership

New Manager

Classical managerial work New leadership task

Planning
Creating vision
Organizing the hierarchy
Aligning relations
Controlling
Inspiring

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 I am compelled to He has taught
respect him me a lot

He knows what to do Takes Responsibility

In emergencies when things go wrong

I feel powerful I trust what he

working for him says

30
 Leaders
• Setting direction
• Engaging involvement
• Motivating people
• Making things happen
• Modeling the way
• Creating a leadership culture

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Role of a Manager

32
 Managers typically are
responsible for their
direct reports' progress and
productivity in the organization

Managers are under immense

pressure from above and
below to do more with less

33
 Roles and Responsibilities
of Supervision

Achieving organizational
Coaching
goals

Controlling work
Making decisions
activities

Employee Training
Assigning tasks
and Development

34
 Roles and Responsibilities
of Supervision

Operations
Procedures Employees
Standards Contractors
Specs Competitors
Objectives Suppliers
Procedures Personnel

Materials

Equipment
Raw material
Finished products 35
 Key
Managerial
Skills

36
 Effective
communications

Problem solving
Managing
And
meetings
Decision making

Time
Delegation
management

Objective
Motivation
setting

Team building

37
Managing Meetings
Team Building
Setting Objectives

38
Managing Meetings

39
 Meetings cost time and money,
both of which are valuable.

Hold meetings only when necessary,

and ensure that they are concise
and constructive.

40
 Managing Meetings
• managers spend most of their time in
discussions to organize work and solve
problems
• The average manager spends 65-80% of his
time in meetings

How can we make the manager’s

time more effective ?

41
 Imparting information

Issuing instructions

Making or implementing
Purpose decisions
of
Meetings
Resolving problems

Generating creative ideas

(brainstorming)
42
 Meeting Roles
 Leader – Runs the meeting

 Facilitator – Helps the group conduct the meeting

 Scribe – Captures ideas and issues on flip chart to keep the group
focused including Action List and Parking Lot

 Note Taker – Prepares the meeting minutes

 Timekeeper – Keeps track of the meeting time

43
Advantages of Meetings

Face-to-face Interactive
communication

Immediate
Eye contact
feedback

Facial
Gestures
expressions

44
The Critical Path of a Meeting

45
 Is the meeting
urgent and Do you need
important? to hold it Hold meeting
No Yes ASAP? immediate
No Yes

Is the meeting
Is there a
urgent or
deadline to
A
important? Set aside a
No Yes work towards? time to
No Yes hold meeting

Set a realistic
deadline
Is the meeting
routine?
Does that meeting B
help you work
No Yes more efficiently?
No Yes Allocate a time
to hold
meeting
Is the meeting
necessary? Save the meeting
Don’t do It No Yes for a quiet
cancel it time
C46
 To Ensure
a Successful Meeting

Ensure That the Right People

Attend, at the Right Time and
Place, and That They Reach
the Right Decisions

47
 Steps To Successful
Meetings
Planning

Steps to a
Successful Meeting Controlling

Closing
48
 Define purpose of meeting
 Develop meeting agenda
 Select attendees -
- Consider job background .. Harmonize..
- Define roles and means of participation
 Locate a venue
 Send out invitation along with agenda

49
 Monitor meeting duration (opening,closing)
 Limit and bring side-discussions and
unnecessary arguments back to track
 Summarize each issue before moving to
the next
 Limit number of issues to be discussed
50
Direct meeting towards defined results
 Define and announce each decision
made
 Direct meeting to a final conclusion
 Support what has been agreed upon

51
 Role of the Manager when Chairing
a Meeting
• Keep discussion focused on the topic
• Intervene if discussion fragments into
multiple conversations
• Tactfully prevent anyone from dominating

52
 Role of the Manager when Chairing
a Meeting
• Bring discussions to a close
• Ensure all participants are aware of all
decisions that have been reached
• Notify group when time for an item has
expired

53
 Why Meetings Fail
• Arriving late
• Reason of attendance is unknown
• Roles are not defined
• No interest
• Discussions dominated by one person
• Engagements in side conversations
• Interrupting the speaker
54
 Why Meetings Fail
• Unnecessary arguments
• No agenda
• Key persons are absent
• Issues are left dangling
• Meeting’s conclusions are pre-determined
• Not following-up implementation

55
Team Building

56
 A Team Is More Than a
Collection of Individuals.
It Is, in Part, an Emotional
Entity, Rooted in the Feelings
As Well As the Thoughts
of Its Members, Who
Actively Care About
Their Team’s Well-being.

57
 Teamwork Definition
A team is a limited number of people
with complementary skills who are
committed to a common purpose,
performance goals, and approach for
which they hold themselves mutually
accountable

58
 Benefits Of Teamwork

Integration of the Talents

The Collective Utilization
and Competencies
Of Individuals’ Efforts
they Possess

59
 What Makes a
Good Team?
• A true team is a living, constantly
changing, dynamic force in which a
number of people come together to
work
• Team members discuss their objectives,
assess ideas, make decisions, and work
towards their targets together

60
 Points to Remember
• A team member is still an individual,
and should always be treated as such
• Cross-functional teams offer the chance
to learn about roles and work of others

61
 Unifying a Team

Most teams have a tendency to place too much

emphasis on the task and not on the individual.

The ideal situation is one in which the needs of the

individual, the dynamics of the team, and the
requirements of the task coincide at four strategic
points to produce a unified, effective working team.

62
Choosing Individuals for
Specific Tasks

63
 Do Don’t
Which qualities
Draw up a job profile Assume that anyone
are required for
before talking to people the job? will suit the role

Check “on paper” profile Rely solely on word of

Are there any mouth
against details of suitable people?
individuals recommendations
Ignore shortfalls in
Favor individuals with What are their favor of particular
respective key skills?
wide-ranging skills experience

Can any weaknesses

Hope weaknesses will
Consider any be overlooked by
be overcome?
shortcomings the team

Note any shortcomings Will I enjoy working

Ignore signs of
in personal skills with this person? individual not being
a team player

Expect them to
overcome problems
“on the job”
Offer the role to the Make a final decision Offer the role to the
individual who brings most based on responses to individual who excels at
overall to the team the question above 64
one particular skill
Stages of Team-development

Forming

The team first comes together;

discovering "Why? What? Who? When?".
Conflicts have not begin to emerge yet
65
 Manager’s Role

Forming

Use socializing and team discussion to initiate

group work

66
Stages of Team-development

Forming Storming

Disagreements arise about what needs to be done

and who will do it. People are annoyed by
The restrictions imposed by the team
67
 Manager’s Role

Forming Storming

Assert your authority to defuse conflict in

the team

68
Stages of Team-development

Forming Storming Norming

The goals, roles, and boundaries have been

clarified and accepted by team members.
They have taken ownership and accountability
for getting the work done 69
 Manager’s Role

Forming Storming Norming

Encourage team members to establish a creative

work pattern

70
Stages of Team-development

Forming Storming Norming Performing

The team becomes a true team, working in harmony,

supporting one another. The team, not the leader,
manages the project. Team members make adjustments
to keep the deliverables on track 71
 Manager’s Role

Forming Storming Norming Performing

Build-up team faith in their collective ability

and skills

72
 Manager’s Role in
Team-building Process
• Identifying purpose of forming team
• Selecting team members
• Identifying strengths and weaknesses
• Setting objectives and clarifying issues
• Allocating roles and responsibilities
• Supporting team members

73
 Manager’s Role in
Resolving Team Conflicts
• Clarifying impact of conflict on performance
• Identifying causes of conflict
• Inviting parties to explain their points of view
suggesting solutions
• Selecting appropriate methods for solution
• Agreement on roles to resolve the conflict
• Developing a plan of implementation

74
Team Cohesion Has A Great
Effect on Productivity

Cohesion

Productivity
75
 Tips to Promote Cohesion
• Keep enemies apart
• Put friends together
• Give special attention to people who
find it difficult to make friends
• Avoid fostering competing subgroups

76
Setting Objectives

77
 Management By Objectives

… a systematic and organized approach

that allows management to focus on
achievable goals and to attain the best
possible results from available
resources

78
 What Is Meant by an
Objective?
A statement specifying the task to be
implemented, the expected results, the
resources required and the time
frame of implementation

Individual objectives should be aligned

with the organization’s objectives.

79
 Objectives
Objectives are specific accomplishments
that must be accomplished in total, or in
some combination, to achieve the goals
in the plan. Objectives are usually
"milestones" along the way when
implementing the strategies

80
 Strategies or Activities
These are the methods or processes
required in total, or in some
combination, to achieve the goals

81
 Resources (and Budgets)
Resources include the people, materials,
technologies, money, etc., required to
implement the strategies or processes.
The costs of these resources are often
depicted in the form of a budget

82
 Types of Objectives

Organizational Personnel
Problem
Skills
Improvement Solving
Development

83
Criteria for Writing Objectives
SMARTER
 Specific
 Measurable
 Acceptable
 Realistic
 Timely

84
 Specifying Target Date
• Specified by date
• Date associated with another date
• Specified by period

85
 Cost Estimation
• Should be calculated accurately
• Should be realistic
• May increase if implementation is
delayed

86
Steps to Objective Setting

Subordinates’
participation

Developing an
action plan

87
 Action Plan , Why ?
• To specify method of implementation
• To develop a time frame
• To utilize resources effectively
• Helps in anticipating problems
• To follow-up implementation in
accordance to schedule

88
 A Well-set Objective
1. To increase sales volume by 40% i.e.
from 150,000 million tons as at
October 2013 to 210,000 million tons
by the end of September 2014
2. Cost of advertisement not to exceed
N50,000,000:00
Result : Measurable
Cost : Specified
Time frame : Specified
89
 A Poor Objective
• To increase sales volume by using
effective advertisement and engaging
more employees.

90
 Why Would Objectives Fail ?
• Objectives are imposed on subordinates
• Objectives are unrealistic
• Time is not managed
• Easy objectives are selected
• Time spent in paper work
• Objectives are not amended when
necessary
91
 Conclusion

… while
Management is:- Managing is
working with and
• .. the process of through other
organizing methods,
materials, human people to
resources and other accomplish the
resources to achieve objectives of both
organizational goals the Organization
and its members

92