MODUL

E Prepared by:
PRELIM
Ms. Marithe Galvez
148554 - AMS
AVT 4233
PART I
Add Subtitle
SUPERVIS
OR
SUPERVISOR

• Also known as:

Foreman
Boss
Overseer
Facilitator
Monitor
Area coordinator
gaffer
4
SUPERVISOR

• job title of a low level management position that is primarily based on authority over a worker or
charge of a workplace.
• One of the most senior in the staff at the place of work
• is responsible for the productivity and actions of a small group of employees

5
SUPERVISOR

Two of the key differences between a supervisor and a manager are

the supervisor does not typically have "hire and fire"

authority

the supervisor does not have budget authority.

6
SUPERVISOR

The supervisor may recommend to management that a particular

employee be terminated and the supervisor may be the one who
documents the behaviors leading to the recommendation but the actual
firing authority rests in the hands of a manager.

7
SUPERVISOR

A supervisor will usually have the authority to make purchases within specified
limits.
A supervisor is also given the power to approve work hours and other payroll
issues

8
5 ROLES OF A SUPERVISOR

Educator
You will act as an educator when employees and team members are new, when
you are new to a team, when processes or conditions change, and when discussing
performance expectations with your direct reports.

9
5 ROLES OF A SUPERVISOR

Educator
You will act as an educator when employees and team members are new, when
you are new to a team, when processes or conditions change, and when discussing
performance expectations with your direct reports.
you will most likely educate when you hold or attend meetings, write and
distribute policies, manuals, or other documents, and provide cross-training
opportunities

10
5 ROLES OF A SUPERVISOR

Sponsor
you assume your employees have the skills they need to perform their current jobs
and work to provide opportunities for them to showcase their talents and strengths.
you are expected to support employee career development, even if it means that
the employee will move to position outside your team.

11
5 ROLES OF A SUPERVISOR

Coach
You will be coaching an employee when you are explaining, encouraging,
planning, correcting, or just checking in with your employees

12
5 ROLES OF A SUPERVISOR

Counsel
Counseling is used when an employee’s problems impact performance and is
intended to mitigate any further action, including formal disciplinary action. The
employee should solve the problem and your role is to be positive, supportive, and
encouraging in that process.

13
5 ROLES OF A SUPERVISOR

Director
Directing is used when performance problems continue and assumes you have
educated, coached, and counseled. During “directing” conversations, you should
make recommended alternatives and consequences clear, be calm and serious, get
your school or department HR or HRCS involved, and make sure the meeting is
thoroughly documented

14
SUPERVISORS ARE RESPONSIBLE FOR

•Aligning individual performance expectations with organizational

goals
•Developing performance goals collaboratively with their direct
reports
•Ensuring that performance goals are clearly communicated and
current
•Providing fair, constructive, and timely feedback towards
performance expectations and goals
15
SUPERVISORS ARE RESPONSIBLE FOR

•Providing assistance, guidance, and coaching support as

needed
•Ensuring that staff have professional development plans in
place
•Conducting performance evaluations according to
established systems and policies

16
EMPLOYEES ARE RESPONSIBLE FOR

•Communicating work load challenges

•Communicating progress towards performance goals
•Identifying and communicating professional development needs and
opportunities
•Achieving performance and professional development goals as
identified in individual work plans and individual development plans

17
SUPERVISOR

The supervisor’s overall role is to communicate organizational needs,

oversee employees’ performance, provide guidance, support, identify
development needs, and manage the reciprocal relationship between
staff and the organization so that each is successful.

18
LEADERSHIP AND SUPERVISION

Leadership is stepping out in front of others with confidence, taking

charge, and earning the support of followers

A perceptive observer can sense the presence of strong leadership. The

group under observation is pulling together in an organized, efficient
manner. Members show enthusiasm and a sense of direction.

19
LEADERSHIP AND SUPERVISION

Everybody supports the leader because of respect that the

leader has earned.

20
LEADERSHIP AND SUPERVISION

Your leadership style should reflect your personality. Although you

can learn about leadership from others by using them as models, you
must nevertheless create your own style, a style that reflects your
personality, supervisory approach, and the kind of leader you want to
be.

You can learn a lot about leadership by observing your superiors, but
you should feel free to adapt or reject their methods in forging your
own individual style.
21
LEADERSHIP AND SUPERVISION

In building your own leadership style, it is important that you identify

your strong personal characteristics and strengthen them.

Your style is an extension of these characteristics. When you

emphasize a unique trait, such as a strong, powerful voice, you are
building a style that causes you to stand out from others.

22
THREE BASIC SOURCES OF POWER

Position power
-The power that comes from your position as a supervisor.
- It gives you authority to require certain behavior from your workers.
You must be careful, however, not to overuse this source.

23
THREE BASIC SOURCES OF POWER

Knowledge power
- The power that comes from having technical knowledge, expertise,
and experience pertaining to the tasks that the employees you manage
are responsible for doing.

24
THREE BASIC SOURCES OF POWER

Character or personality power

- The power that comes when you demonstrate a strong sense of
self-esteem, self-confidence, and honesty. Some might refer to this as
personality power because of the outward manifestations of inner
qualities to which followers are attracted.

25
PHILOSOPHY AND VALUES

1. People are the most important resource in a community based

nonprofit – supervision plays a key role supporting the success of
people working in nonprofits.

26
PHILOSOPHY AND VALUES

2. Respect – regardless of the situation, all people should be

treated with respect.

3. Performance is tied to outcomes – performance is not judged on

personal preferences or whims, but on objective outcomes tied to the
organization’s needs

27
PHILOSOPHY AND VALUES

4. Shared leadership-leadership is a process and happens at every level

throughout an organization.

5. Asset-based/strength-based – every individual has different talents

and strength that make them unique. Organizations and teams who
recognize and deploy people based on their strengths can achieve
higher levels of performance.

28
PHILOSOPHY AND VALUES

6. A culture of providing ongoing and timely feedback to

support performance improvement and personal growth is
critical for trust and relationship building.

29
PART II
Add Subtitle
AVIONICS
SUPERVIS
Add Subtitle

OR
AVIONICS SUPERVISOR

Oversees and controls the accomplishment of avionics system

modifications and maintenance functions to provide airworthiness in
accordance with the repair manual.

Plans and schedules departmental workloads and supervises operations

to maximize the effective utilization of employees, equipment and
material/supplies within budgetary, cost, and procedural standards.

32
AVIONICS SUPERVISOR

Has some authority for personnel actions. Thorough knowledge of

department processes.

33
FUNCTIONAL DUTIES AND
RESPONSIBILITIES

34
FUNCTIONAL DUTIES AND
RESPONSIBILITIES

35
FUNCTIONAL DUTIES AND
RESPONSIBILITIES

36
FUNCTIONAL DUTIES AND
RESPONSIBILITIES

37
FUNCTIONAL DUTIES AND
RESPONSIBILITIES

38
FUNCTIONAL DUTIES AND
RESPONSIBILITIES

39
FUNCTIONAL DUTIES AND
RESPONSIBILITIES

40
FUNCTIONAL DUTIES AND
RESPONSIBILITIES

41
FUNCTIONAL DUTIES AND
RESPONSIBILITIES

42
FUNCTIONAL DUTIES AND
RESPONSIBILITIES

43
FUNCTIONAL DUTIES AND
RESPONSIBILITIES

44