Learn about, what it takes to become a Supervisor of substance and quality, the know how of task management and finer points of people management

1. WELCOME
EFFECTIVE SUPERVISORY SKILLS FOR MANAGERS

2. LET’S GET TO
KNOW MORE
ABOUT EACH
OTHER

3. OBJECTIVES
 What it takes to become a supervisor of
substance/quality
 The know how of task management
 The finer points of people management

4. WHO IS A SUPERVISOR ?
 Supervision :
 Super / Vision
 Over / see
 Definition:
 Someone who is appointed by the management to
oversee and ensure the work at operational level is
done by the workers or staffs according to the agreed
plan, schedules, rules and procedures

5. WHO IS A SUPERVISOR ?
 Supervisor is the First Line
Manager who..
 Manages the work
activities
 Manages the operative
workers
 With limited authorities

6. WHAT IT TAKES TO BECOME A
SUPERVISOR OF SUBSTANCE/QUALITY

7. SUPERVISORY
FUNCTIONS
Planning
Organizing
Leading Inspiring
Control
Evaluation
P . O . L . I . C . E

8. WHAT IS YOUR CURRENT LEVEL OF
PERFORMANCE AS A SUPERVISOR?
• Self-Assessment :
Please assess yourself based on the
questionnaire

9. PERSONAL BEHAVIOR TRANSFORMATION
• Attitude is the little thing that makes a lot of
difference in life.
• Thinking in an Positive Way, only increases your
attitude, gives additional energy.
• One who has the talent is not always the one
who achieves, only those who have discipline to
follow-through achieve.
.

10. PERSONAL BEHAVIOR TRANSFORMATION
• Love what you do,; you will produce good
results.
• Faith in Yourselves will push you to take
action, even when there is repeated failure

11. SUPERVISORY QUALITIES
• Develop Passion in the person for the work he
is doing you need not supervise him at all.
“Real measure of leadership quality is not what
happens in your presence but what happens
in your absence.”

12. SUPERVISORY QUALITIES
• Earn Respect :
• You be on time,
• You do not talk unnecessarily
• You be regular to work
• You show the enthusiasm and commitment.
• You do things which are respectable
• You be disciplined in your actions and words.

13. SUPERVISORY QUALITIES
• Accountable : You are responsible for the
results, unless there was deliberate
disobedience of your order or a sabotage from
the workers.

14. SUPERVISORY QUALITIES
• Social Skill :
Criticize privately, praise publically.

15. SUPERVISORY QUALITIES
• Fairness. Many labour issues arise because
the workers do not feel they have been
treated fairly and equally.
• Expect good work from everyone.

16. SUPERVISORY QUALITIES
• Adaptable. Be ready to manage changes
efficiently; be willing to learn

17. SUPERVISORY QUALITIES
• Be Cool and Calm; maintain self-control; don't
lose temper. Do not shout; do not swear.

18. SUPERVISORY QUALITIES
• Be Approachable: Without shutting off
feedback by scolding, judging, moralizing and
give importance to their concern. Listen to
workers, managers, customers.

19. SUPERVISORY QUALITIES
• Know Their Jobs. Effective supervisors possess
thorough knowledge of the each worker’s job.
• Make Things Happen. When others are
intimidated or overwhelmed, jump in front
and show “it can be done ”

20. SUPERVISORY QUALITIES
• Committed and Responsible. Most employees
admire supervisors who are committed to the
organization and management policies.
• “Being a management rebel may give short-
term popularity, but affect the long term
effectiveness”

21. SUPERVISORY QUALITIES
Be Innovative :
• Have courage to try new methods
• Help others to do in a new way
Be Proactive :
Take initiative and make things happen.
.

22. SUPERVISORY QUALITIES
• Give clear Instructions and ensure it is
understood correctly.

23. SUPERVISORY QUALITIES
• Be a good trainer
• You do not do the job; train others to learn
the job, instead.
• Cross train the people in different functions.

24. THE KNOW HOW OF TASK MANAGEMENT

25. ACTIVITY
• Brainstorm – what are first things that come to
mind when we say performance management?
• Evaluate your own experiences of being
managed?
– What did you value?
– What were/are your feelings about these processes?
– What encourages /or would encourage you to engage
in these processes as a staff member?
• What motivates you in the work that you do? Do
you think these are the same motivators for the
staff that you manage?

26. SETTING WORK PRIORITIES AND PERFORMANCE STANDARDS
• Know what the objectives and KPIs are for
your the unit
• Review the employees job description
• Determine what tasks and responsibilities
within the job description are important or
should receive greater priority given the
business unit objectives and KPIs.

27. SETTING WORK PRIORITIES AND PERFORMANCE STANDARDS
• Discuss with the employee the impacts of the
objectives and KPIs on their job role – get
their views and perspectives – do they agree?
Identify key tasks/actions that need to be
prioritized and document these as part of the
performance plan
• Determine what standards need to be
achieved in the performance of these tasks

28. SETTING WORK PRIORITIES AND PERFORMANCE STANDARDS
• You need to decide on what results are to be
achieved and how they are to be achieved and
you need to discuss and seek agreement with
the employee
• Document the performance standards.
• Identify ways to monitor performance

29. SETTING WORK PRIORITIES AND PERFORMANCE STANDARDS
• Develop a plan to review performance
• Discuss how you can help or support the
employee to meet the standards:
– Training
– Equipment
– Revise work systems
• Take action on reasonable requests for
support

30. ACTIVITY
• What planning processes exist in your organisation?
Put together a flow chart of how you think planning
processes occur and highlight where your business unit
/role fits into this process.2. Evaluate your own
experiences of being managed?
• What documents exist within your organisation and
immediate workplace that would impact on the range
of work tasks performed, the priority of such tasks or
how and when they should be performed. (e.g.
planning documents, policies etc.)

31. THE FINER POINTS OF PEOPLE MANAGEMENT

32. PEOPLE ISSUES
• Why there are “trouble makers”
• They are bored
• They want attention, so challenge authorities.
• They have not learnt to respect the system/
organization.
• They are frustrated.

33. BEHAVIORAL ISSUES
• Reprimanding the poor behavior :
• Every violation should be appropriately dealt
with.
• If not, it will lead to low morale, employee
turn over, low productivity.
• If there is a conflict, resolve it by attending to
it immediately and not to allow to grow and
burst.

34. DICIPLINARY ACTIONS
• Corrective Options:
1) Enquiring and making comments
2) Verbal warning
3) Written warning
4) Suspension
5) Dismissal

35. COUNSELING SESSIONS
• Give Feed back
If a worker did not do the work properly :
• Call him and inform him your displeasure.
• Politely but firmly inform them of the
consequences of poor performances.

36. ACTIVITY
• Your best moment as a supervisor
• How and what did you do you
motivate your staffs?

37. 89% X $
6 Hidden Reasons Employees
Leaving - Leigh Braham
MOTIVATE OR DE-MOTIVATE ?

38. 1. SPENDING TIME WITH THEM
How much time you spend with
your subordinate per week ?

39. 1. SPENDING TIME WITH THEM
Share with us your best time with
your subordinate?

40. 1. SPENDING TIME WITH THEM
Why is it important?
Coaching - Guide
Follow up – Help
Caring – Family, Work

41. 2. FOCUSING ON THEIR STRENGTH
• Strengths more than weakness
• Opportunities rather than problems
• What can be done instead of what can’t

42. 3. CREATE AN NO FEAR ENVIRONMENT
 Coaching instead of Blaming
 Solving Problem Together (Support)
 Firm - Friendly

43. 4. DELEGATING JOBS EFFECTIVELY
 Explain Why Job Is Important
 Define Results Wanted
 Authority
 Agreed On Deadline
 Ask For Feedback
 Set Up Controls

44. 5. CLEAR COMMUNICATION
 WIIFM?
 Bit by Bit – (examples, pictures)
 Feedback (repeat)
 Questions
 Follow Up

45. 6. INSPIRING THEIR WORK
YOUR STYLE: BRAGGER OR LEADER

46. 6. INSPIRING THEIR WORK
• Braggers take the majority of credit for their
team’s accomplishments. They believe this
impresses the higher ups. Braggers will also be
first to lay the blame for problems on
someone other than themselves. It this puts
an individual team member – or everyone else
but the Bragger – in an unfavourable light, at
least the Bragger comes out smelling like
roses. Or so the thinking goes.

47. 6. INSPIRING THEIR WORK
• Leaders, on the other hand, take less credit
and accept more of the blame. From their
perspective they are being the bigger person:
it shows humility admitting personal
responsibility for their team’s errors; and
demonstrates self-confidence when
highlighting their team’s role in triumphs.

48. 6. INSPIRING THEIR WORK
• To inspire your employees, try shouldering
more blame and sharing more credit.
• However it can also gains you the respect of
your team. And shows the higher ups that you
have leadership qualities above and
beyond the norm.

49. 6. INSPIRING THEIR WORK
• Reward the efforts of your employees by highlighting
their individual achievements when informing senior
managers about successes.
• Mention your team members by name whenever
possible, rather than always calling them “my team”.
• Accept more of the blame when your team fouls up.
• Provide opportunities for those employees of yours
who mess up to redeem themselves.

50. PUT IT TO ACTION - MAKE IT HAPPEN
THANK YOU