Discussion

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CHAPTER 1
SUPERVISORY MANAGEMENT ROLES AND CHALLENGES

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• Explain why management is needed in all organizations
• Describe the different levels of management
• Discuss what managers do
• Explain the basic skills required for effective management
• Explain where supervisors come from

LEARNING OBJECTIVES

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• Clarify the different relationships supervisory managers have with others
• Discuss the emerging position of supervisory managers
• Discuss some trends challenging supervisors

LEARNING OBJECTIVES

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• Organization: Group of people working together in a structured situation for a common objective
• Basic organizational activities
• Operations: Producing the product or service
• Marketing: Selling and distributing the product or service
• Financing: Providing and using funds to produce and distribute the product or service

NEED FOR MANAGEMENT

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• Working with people to achieve objectives by:
• Effective decision making
• Coordinating available resources
• Managers are needed in all types of organizations

MANAGEMENT

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EXHIBIT 1.2 - HOW MANAGEMENT COMBINES THE ORGANIZATION’S RESOURCES INTO A PRODUCTIVE SYSTEM

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• Authority: Right to act in a specified manner and to tell others how to act
• To reach organizational objectives
• Responsibility: Occurs when key tasks associated with a particular job are specified
• Obligation created when an employee accepts a manager’s delegated authority

AUTHORITY AND RESPONSIBILITY

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EXHIBIT 1.3 - HOW MANAGEMENT AUTHORITY AND RESPONSIBILITY INCREASE AT HIGHER LEVELS

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EXHIBIT 1.5 - HOW THE MANAGEMENT FUNCTIONS ARE RELATED

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EXHIBIT 1.6 - ROLES PLAYED BY MANAGERS

Source: “Roles Played by Managers” adapted from The Natures of Managerial Work by Henry Mintzberg. Copyright © 1973 by Henry Mintzberg. Reprinted by permission of Henry Mintzberg.

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EXHIBIT 1.6 - ROLES PLAYED BY MANAGERS

Source: “Roles Played by Managers” adapted from The Natures of Managerial Work by Henry Mintzberg. Copyright © 1973 by Henry Mintzberg. Reprinted by permission of Henry Mintzberg.

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EXHIBIT 1.6 - ROLES PLAYED BY MANAGERS

Source: “Roles Played by Managers” adapted from The Natures of Managerial Work by Henry Mintzberg. Copyright © 1973 by Henry Mintzberg. Reprinted by permission of Henry Mintzberg.

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SKILLS REQUIRED FOR EFFECTIVE MANAGEMENT

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• Mental ability to become aware of and identify relationships among different pieces of information

Conceptual skills

• Understanding other people and interacting effectively

Human relations skills

• Establishing and following procedures to process paperwork in an orderly manner

Administrative skills

• Understanding and being able to supervise effectively specific processes required

Technical skills

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• Capacity to recognize and accurately perceive one’s own and others’ emotions
• Helps:
• Understand the significance of the emotions
• Influence one’s actions based on the analysis of the emotions
• Influence a person’s ability to succeed as a leader

EMOTIONAL INTELLIGENCE (EI)

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EXHIBIT 1.7 - THE RELATIVE IMPORTANCE OF
MANAGERIAL SKILLS AT DIFFERENT MANAGERIAL LEVELS

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• Internal promotions
• Reasons for selecting current employees
• Inside candidate understands the organization and its culture
• Firsthand knowledge of the employee’s record of accomplishment is available
• Serves as a reward and as an incentive for the employees with managerial potential

WHERE SUPERVISORS COME FROM

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• Mistakes made by the management
• Selecting the best present performer
• Inadequate training for the employee

WHERE SUPERVISORS COME FROM

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EXHIBIT 1.8 - WHY SUPERVISORS AND MANAGERS FAIL

Source: Also, see Robert D. Ramsey, “The Most Important Skills for Today’s Supervisors,” Supervision, November 2007, 3–6; Chuck Williams, Management (Mason, OH: Thomson South-Western, 2008), 14–15; E. Van Velsor and J. Brittain, “Why Executives Derail: Perspectives across Time and Cultures,” Academy of Management Executive, November 1995, 62–72.

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EXHIBIT 1.9 - THE SUPERVISOR’S NETWORK OF RELATIONSHIPS

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EXHIBIT 1.10 - THE FLOW OF SUPERVISORS’ ORGANIZATIONAL RELATIONSHIPS

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• Union steward: Union member elected by other members to represent their interests in relations with management
• Mentor: Experienced manager who acts as an advocate and teacher for a younger, less experienced manager

UNION STEWARD AND MENTOR

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EXHIBIT 1.11 - CHANGING VIEWS OF SUPERVISOR’S JOB

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GOALS OF A SUPERVISOR

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• Dealing with a more diverse workforce
• Diversity: Wide range of distinguishing employee characteristics
• Sex, age, race, ethnic origin, and other factors
• Glass ceiling: Invisible barrier that limits women from advancing in an organization
• Emphasizing team performance
• Empowerment: Granting employees authority to make key decisions within their areas of responsibility

TRENDS CHALLENGING SUPERVISORS

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• Supervisors become leaders, facilitators, or team advisors
• Team advisors: Share responsibility with team for cost, quality, and prompt delivery of products
• Coping with exploding technology
• Primary effect - Resistance due to the uncertainty that comes with the changes

TRENDS CHALLENGING SUPERVISORS

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• Supervisors should
• Keep abreast of changes that can improve effectiveness
• Improve training of employees
• Overcome employees’ resistance to change
• Adjusting to occupational and industry shifts
• Reinventing: Organizations changing such elements as their size, organizational structure, and markets

TRENDS CHALLENGING SUPERVISORS

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• Reengineering: Rethinking and redesigning processes to improve dramatically cost, quality, service, and speed
• Downsizing: Eliminating unnecessary levels of management to become leaner and more efficient
• Reducing the workforce and consolidating departments and work groups

TRENDS CHALLENGING SUPERVISORS

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• Meeting global challenges
• Must learn to adapt to cultural differences and find ways to adjust to nontraditional styles
• Improving quality and productivity
• Driving factor - Global competition
• Improving ethical behavior
• Ethical dilemmas: Situations in which the supervisor is not certain of the correct behavior

TRENDS CHALLENGING SUPERVISORS

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• Responding to crises
• Crises - Events that have a negative impact on the entire organization or on individual managers

TRENDS CHALLENGING SUPERVISORS

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• Administrative skills
• Authority
• Conceptual skills
• Controlling
• Diversity
• Downsizing
• Empowerment
• Ethical dilemmas
• Emotional intelligence
• Financial resources
• Financing
• Glass ceiling
• Human relations skills

• Human resources
• Leading
• Management
• Managerial functions
• Marketing
• Mentor
• Middle management
• Operations
• Organization
• Organizing
• Physical resources
• Planning
• Reengineering

• Reinvention
• Relationships network
• Responsibility
• Roles
• Staffing
• Supervisory management
• Team advisors
• Technical skills
• Top management
• Union steward

IMPORTANT TERMS

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