AFTER STUDYING THIS AFTER STUDYING THIS CHAPTER, YOU WILL BE ABLE CHAPTER, YOU WILL BE ABLE TO:TO:1.1. Summarize the difficulties supervisors face in fulfilling Summarize the difficulties supervisors face in fulfilling
managerial roles.managerial roles.2.2. Explain why effective supervisors should have a Explain why effective supervisors should have a
variety of skills.variety of skills.3.3. Define management and discuss how the primary Define management and discuss how the primary
managerial functions are interrelated.managerial functions are interrelated.4.4. Discuss the important characteristics of the supervisor Discuss the important characteristics of the supervisor
as team leader.as team leader.5.5. Explain the difference between management and Explain the difference between management and
AFTER STUDYING THIS AFTER STUDYING THIS CHAPTER, YOU WILL BE ABLE CHAPTER, YOU WILL BE ABLE TO: (cont’d)TO: (cont’d)6.6. Discuss the concept of authority as a requirement of Discuss the concept of authority as a requirement of
any managerial position. any managerial position. 7.7. Describe the types of power potentially available to the Describe the types of power potentially available to the
supervisor.supervisor.8.8. Explain the need for coordination and cooperation and Explain the need for coordination and cooperation and
how they depend on the proper performance of the how they depend on the proper performance of the managerial functions.managerial functions.
The Person In The MiddleThe Person In The Middle• Difficulties supervisors face in fulfilling Difficulties supervisors face in fulfilling
managerial roles:managerial roles: Employees see their supervisors as being Employees see their supervisors as being
management, but supervisors are subordinates to management, but supervisors are subordinates to their own managers at higher levels.their own managers at higher levels.
To supervisors of other departments, supervisors are To supervisors of other departments, supervisors are colleagues who must cooperate with each other.colleagues who must cooperate with each other.
Supervisors must have both good working knowledge Supervisors must have both good working knowledge of the jobs being performed in their departments and of the jobs being performed in their departments and the ability to manage.the ability to manage.
Managerial Skills Make The DifferenceManagerial Skills Make The Difference• Effective supervisors must:Effective supervisors must:
Have technical, human relations, administrative, Have technical, human relations, administrative, conceptual, and political skills.conceptual, and political skills.
Be able to intelligently use their emotions.Be able to intelligently use their emotions. Must understand the technical aspects of the work Must understand the technical aspects of the work
being performed.being performed. Understand employee needs when attempting to Understand employee needs when attempting to
manage job performance.manage job performance. Must have “people skills” help them accomplish Must have “people skills” help them accomplish
objectives with and through people.objectives with and through people. Understand the dynamics of the organization and to Understand the dynamics of the organization and to
FIGURE FIGURE 2.2.11 Making Your Mark as a New Supervisor.Making Your Mark as a New Supervisor.
• Get acquainted with your team• Ask questions and listen - practice MBWA,
• Establish routine to manage your workload, plan your work then work the plan
• Maintain a Positive Mental Attitude (PMA), see Chapter 4• Stay neutral - don’t be drawn into political disputes
• Carefully analyze the situation - look for opportunities to make a difference• Put others interests ahead of your own - be a servant leader, see Chapter 12
• Start small - make the easiest changes first• Be innovative: Balance risks with rewards
• Celebrate successes• Reward behavior that contributes to the department success, see Chapter 4
• Pause periodically to check on progress, see Chapter 15
The ability to do the job.The ability to do the job.
• Human relations skillsHuman relations skills The ability to work with and through people.The ability to work with and through people.
• Administrative skillsAdministrative skills The ability to plan, organize, and coordinate activities.The ability to plan, organize, and coordinate activities.
• Conceptual skillsConceptual skills The ability to obtain, interpret, and apply information.The ability to obtain, interpret, and apply information.
• Political skillsPolitical skills The ability to understand how things get done outside of formal The ability to understand how things get done outside of formal
channels.channels.
• Emotional intelligence skills Emotional intelligence skills The ability to intelligently use your emotions.The ability to intelligently use your emotions.
Managerial Skills Can Be Managerial Skills Can Be Learned and DevelopedLearned and Developed
• Managerial skills are learnable:Managerial skills are learnable: It takes time, effort, and determination for a It takes time, effort, and determination for a
supervisor to develop managerial skills.supervisor to develop managerial skills.• Management is practiced on the job:Management is practiced on the job:
Supervisors go through a learning curve that offers Supervisors go through a learning curve that offers very little ground for trial and error.very little ground for trial and error.
• Management requires constant practice:Management requires constant practice: Managers must stay on the path of continuous Managers must stay on the path of continuous
improvement to sharpen their skills.improvement to sharpen their skills.
Functions of ManagementFunctions of Management• Management DefinedManagement Defined
Getting objectives accomplished with and through Getting objectives accomplished with and through people.people.
• EnablerEnabler The person who does the things necessary to enable The person who does the things necessary to enable
employees to do the best possible job.employees to do the best possible job.• All managers perform essentially the same All managers perform essentially the same
managerial functions.managerial functions. The five managerial functions can be viewed as a The five managerial functions can be viewed as a
circular, continuous movement in which the functions circular, continuous movement in which the functions flow into each other and that each affects the others.flow into each other and that each affects the others.
FIGURE FIGURE 2.2.33 The circular concept illustrates the close and The circular concept illustrates the close and continuous relationship between the five continuous relationship between the five management functions.management functions.
The Supervisor As Team LeaderThe Supervisor As Team Leader• Reasons for the increasing use of teams:Reasons for the increasing use of teams:
Increasing in the complexity of jobs and the amount of Increasing in the complexity of jobs and the amount of information.information.
Stronger focus on quality and customer satisfaction.Stronger focus on quality and customer satisfaction. The shift from a homogeneous to a diverse workforce.The shift from a homogeneous to a diverse workforce. Growing realization that an autocratic, coercive Growing realization that an autocratic, coercive
management style does not necessarily result in management style does not necessarily result in productive, loyal employees.productive, loyal employees.
Demand for strong employee voices in their work Demand for strong employee voices in their work lives, as well as meaningful work, respect, and lives, as well as meaningful work, respect, and dignity.dignity.
Managers And Leaders:Managers And Leaders:Are They Different?Are They Different?
• Leaders do the right things.Leaders do the right things.• Managers do things right.Managers do things right.• Management is how fast you climb the ladder.Management is how fast you climb the ladder.• Leadership is knowing it’s on the right wall.Leadership is knowing it’s on the right wall.• Management is about maintaining the organization.Management is about maintaining the organization.• Leadership is about vision, strategy, and aligning the Leadership is about vision, strategy, and aligning the
organization’s human resources behind the strategy.organization’s human resources behind the strategy.• Neither managers nor leaders are good or badNeither managers nor leaders are good or bad—they —they
serve different purposes in and for the organizationserve different purposes in and for the organization..
The legitimate right to direct and lead others in the The legitimate right to direct and lead others in the use of the resources of the organization.use of the resources of the organization.
The limited power invested in a position by the The limited power invested in a position by the organization.organization.
Includes the right and duty to delegate authority.Includes the right and duty to delegate authority.• Acceptance Theory of AuthorityAcceptance Theory of Authority
That a manager only possesses authority when the That a manager only possesses authority when the employee accepts it.employee accepts it.
FIGURE FIGURE 2.2.55 To be effective, a manager must be able to use the To be effective, a manager must be able to use the managerial functions and possess SKAs, power, and managerial functions and possess SKAs, power, and authority.)authority.)
Managerial Authority (cont’d)Managerial Authority (cont’d)• Avoiding Reliance on Managerial AuthorityAvoiding Reliance on Managerial Authority
Positional (formal ) authority has its limits.Positional (formal ) authority has its limits. Fostering mutual trust and respect help avoid Fostering mutual trust and respect help avoid
showing the “club” of authority.showing the “club” of authority.• Delegating AuthorityDelegating Authority
DelegationDelegation—t—the process of entrusting duties and he process of entrusting duties and related authority to subordinates.related authority to subordinates.
When authority is delegated, responsibility for results When authority is delegated, responsibility for results becomes shared.becomes shared.
Power—the Ability To Influence OthersPower—the Ability To Influence Others• Position PowerPosition Power
Power derived from the formal rank a person holds in Power derived from the formal rank a person holds in the chain of command; the limited power attached to the chain of command; the limited power attached to a position within the organization.a position within the organization.
• Personal PowerPersonal Power Power derived from a person’s SKAs and how others Power derived from a person’s SKAs and how others
perceive that person in the relationship a supervisor perceive that person in the relationship a supervisor has with other peoplehas with other people
• Thought Question:Thought Question: Which form of power is an effective manager likely to Which form of power is an effective manager likely to
Power—the Ability To Influence Others Power—the Ability To Influence Others (cont’d)(cont’d)
• Sources of PowerSources of Power Reward power:Reward power: The granting of rewards to foster and control The granting of rewards to foster and control
organizationally-valued behaviors.organizationally-valued behaviors. Coercive power:Coercive power: The use of threat of punishment and discipline The use of threat of punishment and discipline
to influence others.to influence others. Legitimate power:Legitimate power: Relying on position or rank to gain Relying on position or rank to gain
compliance by others.compliance by others. Expert power:Expert power: Possessing knowledge or valuable information Possessing knowledge or valuable information
gives a person expert power over those who need that gives a person expert power over those who need that information.information.
Referent or charismatic power:Referent or charismatic power: The influence of some tangible The influence of some tangible or intangible aspect of one person’s personality upon another or intangible aspect of one person’s personality upon another person.person.
The synchronization of employees’ efforts and the The synchronization of employees’ efforts and the organization’s resources toward achieving goals.organization’s resources toward achieving goals. Applying the right amount of effort at the right place at the Applying the right amount of effort at the right place at the
right time.right time. Synergistic effect of coordinated efforts: Synergistic effect of coordinated efforts:
2 + 2 = 5 (bad math, good results)2 + 2 = 5 (bad math, good results)
• Cooperation as Related to CoordinationCooperation as Related to Coordination CooperationCooperation—t—the willingness of individuals to work he willingness of individuals to work
with and help one another.with and help one another.
NetworkingNetworking— — Individuals or groups linked by a Individuals or groups linked by a commitment to shared purpose.commitment to shared purpose.
• Coordination as Part of the Managerial Coordination as Part of the Managerial FunctionsFunctions Coordination is a desired result of effective Coordination is a desired result of effective
management.management. When and where will who do what and how?When and where will who do what and how?
• Coordination with Other DepartmentsCoordination with Other Departments Achieving coordination is an essential component of Achieving coordination is an essential component of
the supervisory management position.the supervisory management position.
Coordination (cont’d)Coordination (cont’d)• Cooperation and Coordination—Easier Said Cooperation and Coordination—Easier Said
Than DoneThan Done The move toward increased employee participation, The move toward increased employee participation,
broader spans of control, and fewer managerial levels broader spans of control, and fewer managerial levels causes a greater need for coordination skills.causes a greater need for coordination skills.
However, competition among supervisors may However, competition among supervisors may impede cooperation.impede cooperation.
