Supervision Today!
6th Edition
Stephen P. Robbins
David A. DeCenzo
Robert Wolter
Chapter 1
SUPERVISION DEFINITIONS
Chapter Outcomes
Explain the difference among supervisors, middle
managers, and top management.
Define supervisor.
Identify the four functions in the management
process.
Explain why the supervisor’s role is considered
ambiguous.
Describe the four essential supervisory competencies.
Identify the elements that are necessary to be
successful as a supervisor.
Supervision Today! 6th Edition © 2010 Pearson Higher Education,
Robbins, DeCenzo, Wolter Upper Saddle River, NJ 07458. • All Rights Reserved.
3
EXHIBIT 1–1
Levels in the traditional organizational pyramid.
Supervision Today! 6th Edition © 2010 Pearson Higher Education,
Robbins, DeCenzo, Wolter Upper Saddle River, NJ 07458. • All Rights Reserved.
4
Supervisors can be called…
Assistant manager
Department head
Head coach
Team leader
Shift leader/captain
Foreman
Supervision Today! 6th Edition © 2010 Pearson Higher Education,
Robbins, DeCenzo, Wolter Upper Saddle River, NJ 07458. • All Rights Reserved.
5
EXHIBIT 1–2
Efficiency versus effectiveness.
Supervision Today! 6th Edition © 2010 Pearson Higher Education,
Robbins, DeCenzo, Wolter Upper Saddle River, NJ 07458. • All Rights Reserved.
6
EXHIBIT 1–3
Management functions.
Supervision Today! 6th Edition © 2010 Pearson Higher Education,
Robbins, DeCenzo, Wolter Upper Saddle River, NJ 07458. • All Rights Reserved.
7
Traditional role
Overseer
Disciplinarian
Enforcer of policy
“Do as I say, not as I do” mentality
Supervision Today! 6th Edition © 2010 Pearson Higher Education,
Robbins, DeCenzo, Wolter Upper Saddle River, NJ 07458. • All Rights Reserved.
8
Today’s role
Trainer
Adviser
Mentor
Facilitator
Coach
Supervision Today! 6th Edition © 2010 Pearson Higher Education,
Robbins, DeCenzo, Wolter Upper Saddle River, NJ 07458. • All Rights Reserved.
9
More roles
Key person
Person in the middle
Just another worker
Behavioral specialist
Supervision Today! 6th Edition © 2010 Pearson Higher Education,
Robbins, DeCenzo, Wolter Upper Saddle River, NJ 07458. • All Rights Reserved.
10
Why promote from within?
Know the operation
Understand the organization
Know the employees
Have prior experience on which to make
decisions
Employee motivator
Supervision Today! 6th Edition © 2010 Pearson Higher Education,
Robbins, DeCenzo, Wolter Upper Saddle River, NJ 07458. • All Rights Reserved.
11
Why is supervising so difficult?
Constant problem solving
Simultaneous problems
Constant interruptions
Judged on ability to motivate others
Time consuming communication activities
Usually promoted from peer group
Value of technical expertise minimized
Counseling employees
Providing leadership
Supervision Today! 6th Edition © 2010 Pearson Higher Education,
Robbins, DeCenzo, Wolter Upper Saddle River, NJ 07458. • All Rights Reserved.
12
Required competencies
Technical
Interpersonal
Conceptual
Political
Supervision Today! 6th Edition © 2010 Pearson Higher Education,
Robbins, DeCenzo, Wolter Upper Saddle River, NJ 07458. • All Rights Reserved.
13
EXHIBIT 1–4
How competency demands vary at different levels of management.
Supervision Today! 6th Edition © 2010 Pearson Higher Education,
Robbins, DeCenzo, Wolter Upper Saddle River, NJ 07458. • All Rights Reserved.
14
