Supervision: Concepts and Skill Building 10th Edition by Samuel Certo Solution manual
Chapter 01
Supervision: Tradition and Contemporary Trends
I. Chapter Overview
Learning Objectives
1.1 Define what a supervisor is.
1.2 Summarize research findings that have lead to basic ideas of what managers should do.
1.3 Describe the basic types of supervisory skills.
1.4 Describe how the growing diversity of the workforce affects the supervisor’s role.
1.5 Identify the general functions of a supervisor.
1.6 Explain how supervisors are responsible to higher management, employees, and co-workers.
1.7 Describe the typical background of someone who is promoted to supervisor.
1.8 Identify characteristics of a successful supervisor.
This chapter provides an introduction to the supervisor. The supervisor is the first-level manager responsible for coordinating the work of nonmanagement employees, or employees who provide the products and services for the customers of the organization.
A historical perspective of the supervisor’s role looks into the theories and principles that have led to the development of current views on supervision. Frederick Taylor’s scientific management principles (focus on efficiency), Henri Fayol’s administrative principles (focus on functions), and Maslow’s hierarchy of needs (focus on people) are discussed in relation to the supervisory role in an organization.
The skills required of the supervisor are similar to the skills required of both employees and managers. Supervisors need technical skills common to their employees, but they also need human relations skills, conceptual skills, and decision-making skills. Human relations skills enable the supervisor to work effectively with other people. Conceptual skills enable the supervisor to see the relation of the parts to the whole and to one another. Decision-making skills enable the supervisor to analyze information and reach good decisions. Supervisors usually have ample technical skills, which may have to be held in check. On the other hand, they may have to develop better human relations, conceptual, and decision-making skills.
Growing diversity in the workforce resulting from increasing proportions of women and ethnic and racial minorities is challenging the supervisor’s role. Differing perspectives on situations faced by the organization are an advantage when competitive forces increasingly require flexibility and innovation. However, most individuals, including supervisors, usually feel more comfortable with those who are most like themselves. Supervisors need to learn to value diversity for their own success and for the success of the organization.
General functions of the supervisor include planning, organizing, staffing, leading, and controlling. Planning involves setting goals and determining how to meet them. Organizing involves setting up the groups, allocating resources, and assigning work to achieve goals. Staffing includes identifying, hiring, and developing the necessary number and quality of employees. Leading involves getting employees to do what is expected of them. Controlling consists of monitoring performance and making needed corrections.
Supervisors are responsible for getting the work assigned by their boss accomplished through the use of the employees who work for them. They are also responsible for communicating instructions, requirements, and expectations of the organization to their employees and dealing with them fairly. Supervisors are responsible for informing their managers of concerns of employees. They are also responsible for cooperating with co-workers in other departments to assure the effective and efficient operation of the organization.
Most supervisors start out as employees within the department. Their promotion is based on performance and skill levels. To be successful, supervisors must leave the role of employee and develop the required skills of the supervisor. A successful supervisor is usually someone who has a positive attitude, is loyal and fair, communicates well, can delegate, and wants the job.
A Supervision Challenge: Supervising Remote Workers
This opening case discusses supervising remote employees and presents the following two questions.
Answers will vary but examples may include communication skills, diplomacy, consistency, and fairness.
Answers will vary but examples may include communication skills, attention to detail, time-management skills, and ability to do the work.
Supervision: Tradition and Contemporary Trends
I. Chapter Overview
Learning Objectives
1.1 Define what a supervisor is.
1.2 Summarize research findings that have lead to basic ideas of what managers should do.
1.3 Describe the basic types of supervisory skills.
1.4 Describe how the growing diversity of the workforce affects the supervisor’s role.
1.5 Identify the general functions of a supervisor.
1.6 Explain how supervisors are responsible to higher management, employees, and co-workers.
1.7 Describe the typical background of someone who is promoted to supervisor.
1.8 Identify characteristics of a successful supervisor.
This chapter provides an introduction to the supervisor. The supervisor is the first-level manager responsible for coordinating the work of nonmanagement employees, or employees who provide the products and services for the customers of the organization.
A historical perspective of the supervisor’s role looks into the theories and principles that have led to the development of current views on supervision. Frederick Taylor’s scientific management principles (focus on efficiency), Henri Fayol’s administrative principles (focus on functions), and Maslow’s hierarchy of needs (focus on people) are discussed in relation to the supervisory role in an organization.
The skills required of the supervisor are similar to the skills required of both employees and managers. Supervisors need technical skills common to their employees, but they also need human relations skills, conceptual skills, and decision-making skills. Human relations skills enable the supervisor to work effectively with other people. Conceptual skills enable the supervisor to see the relation of the parts to the whole and to one another. Decision-making skills enable the supervisor to analyze information and reach good decisions. Supervisors usually have ample technical skills, which may have to be held in check. On the other hand, they may have to develop better human relations, conceptual, and decision-making skills.
Growing diversity in the workforce resulting from increasing proportions of women and ethnic and racial minorities is challenging the supervisor’s role. Differing perspectives on situations faced by the organization are an advantage when competitive forces increasingly require flexibility and innovation. However, most individuals, including supervisors, usually feel more comfortable with those who are most like themselves. Supervisors need to learn to value diversity for their own success and for the success of the organization.
General functions of the supervisor include planning, organizing, staffing, leading, and controlling. Planning involves setting goals and determining how to meet them. Organizing involves setting up the groups, allocating resources, and assigning work to achieve goals. Staffing includes identifying, hiring, and developing the necessary number and quality of employees. Leading involves getting employees to do what is expected of them. Controlling consists of monitoring performance and making needed corrections.
Supervisors are responsible for getting the work assigned by their boss accomplished through the use of the employees who work for them. They are also responsible for communicating instructions, requirements, and expectations of the organization to their employees and dealing with them fairly. Supervisors are responsible for informing their managers of concerns of employees. They are also responsible for cooperating with co-workers in other departments to assure the effective and efficient operation of the organization.
Most supervisors start out as employees within the department. Their promotion is based on performance and skill levels. To be successful, supervisors must leave the role of employee and develop the required skills of the supervisor. A successful supervisor is usually someone who has a positive attitude, is loyal and fair, communicates well, can delegate, and wants the job.
A Supervision Challenge: Supervising Remote Workers
This opening case discusses supervising remote employees and presents the following two questions.
- What traits do you think can help a supervisor successfully manage remote workers?
Answers will vary but examples may include communication skills, diplomacy, consistency, and fairness.
- What traits would you as a supervisor look for when hiring subordinates to work remotely?
Answers will vary but examples may include communication skills, attention to detail, time-management skills, and ability to do the work.