Basic Supervision and Techniques

METHODS OF CONTROL
Personal Visits Ocular Inspection Written Reports (Progress and Status Reports) Performance Appraisal Customer Feedback Audits and Assessment Informal Conversation Staff Meeting

WHAT MAKES ONE A LEADER?

TRADITIONAL MANAGER/SUPERVISOR
Achieves result by directing, controlling and monitoring Have associates, follow policy and procedures. Develop Individual strengths within department Has proficiency and expertise in technical aspects of department. Controls people to produce the highest and fastest possible output. Influences by power. Make directive decisions. Uses extrinsic rewards for desired behavior.

TEAM LEADER
Achieve results by involvement and commitment. Encourages people to think initiate ideas, respond to change in effort to achieve mission. Develops strengths within and across teams. Has proficiency and expertise in technical and interpersonal aspects of the department. Empower people to produce the highest and fastest possible output. Motivates through goal setting, participation, commitment and mutual respect. Uses consensus decision making.
Can motivate using extrinsic and intrinsic rewards.

LEADERSHIP STYLE
BOSS-CENTERED Use of Authority By the Supervisor Learn. Transform. Succeed. JOIN

Basic Supervision and Techniques

CONSULT (FREE REIN/ PARTICIPATIVE) SELL (DEMOCRATIC/ CONSULTIVE) TELL (AUTOCRATIC) SUBORDINATE-CENTERED
Supervisor makes Supervisor permits Decision and subordinates to Announce it. and Supervisor makes decision and sells it. Supervisor presents problems, gets Suggestions and Make decision within make decisions take action Limit defined by superiors.

LEVEL of MATURITY _________________ _________________ _________________

LEVEL of COMPETENCE ____________________ ____________________ ____________________

STYLE __________________ __________________ __________________

MINUTES OF MEETING
Meeting No. Consultative or Participative Styles requires _______________ Date/Time behavior that will encourage people to open up. _______________ Venue ___________________________ Present: _________________________ Absent: __________________________ __________________________ Observer: _________________________ __________________________ __________________________ Agenda/Con Learn. Transform. Succeed. Action Schedule Person Feedback

Basic Supervision and Techniques cern Responsible Mechanism

Prepared by: __________________________________ __________________________________

Noted by:

MANAGING MEETINGS
Have agenda. Communicate to attendees. Start and end on time. Involve only those who have something to do with the agenda. Encourage participation. Manage dysfunctional behaviors. Document agreements (minutes of the meeting) Control discussions according to agenda.

MODEL FOR GIVING FEEDBACK

BUILD COMMITMENT And Provide FEEDBACK Be specific about . SITUATION . BEHAVIORS PROVIDE SUPPORT

Listen For and Draw Up: PREVENTIVE CORRECTIVE ACTION

Discuss IMPACT/ CONSEQUENCE of the Behavior Handle Objections

GIVING AND RECEIVING CRITICISM

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Basic Supervision and Techniques

GIVING Examine your objectives for giving criticism Consider the timing: readiness and state of the recipient Criticize the behavior not the person. Be specific about situations and behavior. Discuss consequences if behavior is not changed Build commitment to change.

ACCEPTING NEGATIVE FEEDBACK Acknowledge understanding of the feedback Process feelings. Say sorry if you hurt someone. This does not mean he is right and you are wrong. Discuss specific actions to correct or prevent the situation/behavior. Thank the other party before discussing this directly with you.

Complaint or Criticism, it means, I am giving you another chance.

STEPS IN CONTROLLING NEGATIVE ATTITUDE

Be alert to the virus. Be able to spot the symptoms. Diagnose the cause. Find out the reasons for the negative behavior. Put focus on health. Put your employees perspective back on the goal. Design an action plan. Follow-through to prevent the virus.

DIAGNOSING THE VIRUS

Learn. Transform. Succeed.

Basic Supervision and Techniques How good do I feel about the job Im doing? Am I controlling my work or is it controlling me? Am I focusing on the goal? Am I clear about what I want and can they approach me if they dont understand me? Am I setting a good example?

MOTIVATION

The work that supervisors perform to inspire and encourage people to take required action.

Some Considerations:
People behave differently. Customize your motivators. Human behavior is the result of a need or motive. People are motivated by a set of human needs. An employees perception is affected by: o Past experience with similar work. o Assumption about the motivation of others (whether aggressive, unfair or supportive) o Expectations about what will happen o The reliability of information o The present state of mind (mood swings) o Promises and expectations made by others (especially a supervisor)

SUGGESTIONS FOR MOTIVATING SUBORDINATES

Recognize individual differences different needs and motives Match people to tasks/jobs. Use goals and personal aspirations Ensure that goals are perceive attainable Individualize rewards Link rewards to performance Motivate by capitalizing on the values and beliefs Dont ignore money

FOR PEOPLE SEEKING ACHIEVEMENT Give realistic but challenging targets Give accurate job descriptions and job expectations. Inject fair competition. Learn. Transform. Succeed.

Basic Supervision and Techniques Give immediate, accurate performance feedback. FOR PEOPLE MOTIVATED BY RECOGNITION Verbal and written Praise: Must be appropriate, given at the right time and place Opportunities for Company Representation FOR PEOPLE MOTIVATED BY ADVANCEMENT/GROWTH Delegate Work Discuss Career Path Recommendation for Promotion Provide Work Variety/Job Rotation/Multitasking FOR PEOPLE MOTIVATED BY REWARDS AND MATERIAL THINGS Set realistic goals and tie up performance with rewards FOR PEOPLE WHO HAVE STRONG SOCIAL NEEDS Encourage teamwork and group synergy. Emphasize individuals contribution to the group.

INCREASE MOTIVATION by demonstrating your passion for work.

IDEAS FOR IMPROVING MORALE
1. Celebrate a recent success. 2. Implement a New-Start Day one day a month, air grievances, gripes and problems and then let them go. 3. Accept the Serenity Prayer as a way of coping with problems: Accept the things you cannot change, Change the things you can, and Have the wisdom to know the difference. 4. Congratulate a team member on a business or personal accomplishment in public! 5. Allow at least 15 minutes a day for idle chat about movies, books or fun off-hours activities. 6. Make it a point to laugh during the day.

Learn. Transform. Succeed.

Basic Supervision and Techniques 7. Call another department and thank someone who has helped you or your department. 8. Develop you own ideas for raising morale.

DELEGATION
Assignment to another person of authority and responsibility to carry out specific activities. Benefits of Delegating
Have more time to do management work. Provide opportunity for a better and wider perspective of the job to be done. Opportunity to train and equip others. Opportunity to motivate and discover subordinates talents.

Considerations in Delegations
Objectives of delegating Authority to delegate Available time to complete the job Scope and results of delegated work Choosing with whom to delegate Scope of authority and accountability Feedback mechanism

Steps in Delegation
Explain why the job is important Delegate in terms of result of the job Define authority Agree on a deadline Ask for feedback Monitor Progress

PROBLEM SOLVING AND DECISION MAKING

Pinpoint Problem Identify Causes :Desirable vs. Actual = GAP : Validate Causes, Separate Controllable from Uncontrollable

Learn. Transform. Succeed.

Basic Supervision and Techniques Causes Draw up Solutions :Establish Objectives Search for Alternatives Compare alternatives : Analyze Cost vs. Benefits Choose the Best Alternative : Consider Potential Problem Announce Decision : Sell Benefits of Decision Monitor Implementation : Improve or Revise

MAKING THE BEST DECISION

Is this decision mine to make?
If it is not yours, pass it.

Match effort with payoff.

Do not spend large amount on small decisions.

Gather enough information.

Do your research but dont worry yourself with facts; you need to do everything.

Acknowledge your gut feeling.

Balance facts with feelings.

Invent Options.

Theres always another way. Be creative!

Anticipate consequences as well as outcomes.

Imagine the best and worst cases.

Decide to decide.

Some decisions need to be made before youre ready to make them.

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Basic Supervision and Techniques

TYPES OF DISCIPLINING
PREVENTIVE o o o o Orientation Training Couching and Counseling Performance Appraisal

CORRECTIVE o o o o Verbal Warning Written Warning Final Warning Suspension or dismissal

Disciplining is not always punishment. It is a problem solving process. QUESTIONS TO ASK IN HANDLING DISCIPLINARY CASES
A. In getting the facts, I ask: 1. How serious is the case? Do I understand fully all the laws, rules and regulations which apply to this case? 2. Are the facts I have real facts? 3. Did I make every effort to check the reliability of my information/ 4. Did I consider all the other sources of information? 5. Did I give the employee a chance to tell his side of the story? 6. Did I check his past record? 7. Did I avoid embarrassing the employee by talking to him in private? B. How I check the Employee: Learn. Transform. Succeed.

Basic Supervision and Techniques 1. Have I tried to discover his motives? 2. Have I put myself in place to check what my feelings and reactions would be? 3. Am I to blame in anyway? 4. Have I jumped to conclusions.? 5. Have I talked to others who might give me a clue about his actions? C. Decide on a course of action and how to take it. 1. Will my actions correct the situations? 2. How will it affect the individual, the group, and the company? 3. Will the action be appropriated in view of the offense? 4. Did I remember the golden rule? 5. Is my action fair? 6. Remember: You cant punish a man and make him like it.

MANAGING PERFORMANCE

GOAL SETTING

REWARD S

TRAINING

Couching/ Counseling

APPRAISAL

Learn. Transform. Succeed.

Basic Supervision and Techniques

Learn. Transform. Succeed.