Fundamental Supervisory Skills Day 2

FRSS/B/I 2033
August 2022
Fundamental Supervisory Skills

Kemahiran-kemahiran Asas Seorang Penyelia
details of the course
(perincian kursus)
2 – 3 July Part One.

Basics
• related concept: operations mgmt
5 x Short
• related concept: quality mgmt
Discussions.
basics
• related concept: lean mgmt
• • related concept: Industry 4.0 “small” group
25 marks
fundamentals of supervision
• related concept: maintenance mgmt
• 15 videos
core responsibilities
Fundamentals of Supervision
• • personal transformation ± 1.5 hours
advanced skills
• management style
•
Part Two.
Core Responsibilities 3 x Long
• functions of a supervisor Questions.
• decision making “big” group
• managing change 25 marks
• managing conflicts
8 videos
Advanced Skills (bonus) ± 1.5 hours
• lean
Core Responsibilities.
Tanggungjawab Hakiki.
Understanding how to supervise

operations.
Memahami bagaimana untuk menyelia operasi.
(tanggungjawab hakiki)
supervisor functions?
(fungsi seorang penyelia?)
P lanning (merancang)
O rganizing (mengatur)
L eading (memimpin)
I nspiring (memberi ilham)
C ontrol (mengawal)
E valuation (menilai)
supervisor (tanggungjawab hakiki)
roles
Planning
Organizing
Leading planning
Inspiring (merancang)
Controlling
Evaluating
• Planning is the most basic managerial/supervisory

function.
• Planning helps in deciding the course of action to

be followed for achieving various organizational
objectives.
• It is a decision in advance, what to do, when to do,

and who will do a particular task.
roles
Planning
Organizing
Leading planning
Controlling
Evaluating
• The primary objective of planning is to achieve

better results. It is a continuous process that
takes place at all levels of management.
• Plans may be of many types, such as short-range

plans, medium-range plans, strategic plans,
administrative and operational plans.
• Supervisors are mainly concerned with

operational plans.
roles
Planning
Organizing
Leading planning
Controlling
Evaluating
Inside the mind of a master procrastinator

https://www.youtube.com/watch?v=arj7oStGLkU
(14 minutes)
roles
Planning
Organizing
Leading organizing
Controlling
Evaluating
• Every organization needs the services of several

people to look after its different aspects.
• The function of organizing is to arrange, guide,

coordinate, direct and control the activities of
the organization.
• It provides the necessary framework within which

people associate for the attainment of objectives.
It also includes designing jobs, and training
employees to do so.
roles
Planning
Organizing
Leading organizing
Controlling
Evaluating
roles
Planning
Organizing
Leading organizing
Controlling
Evaluating
Objectives of organizing:
• Promotes collaboration and negotiation
among individuals and groups;
• Improves effectiveness and efficiency of
communication;
• Creates clear-cut lines of authority and
responsibility; and
• Improves activating and controlling functions
of supervisor.
roles
Planning
Organizing
Leading organizing
Controlling
Evaluating
Organizing and coordinating:

• Are very closely linked, and very frequently coordinating is an
essential continuation of organizing.
• Coordinating involves ensuring that all efforts move smoothly

in the same direction, that is, towards the common objectives.
• A supervisor must coordinate the work of his subordinates in

his section so that different people might be performing
different tasks. Work will, when necessary, flow smoothly and
continuously from one person to the next.
roles
Planning
Organizing
Leading leading
Inspiring (memimpin)
Controlling
Evaluating
• Leading is concerned with carrying out the desired

plans. It initiates organized and planned action and
ensures effective performance by subordinates towards
the accomplishment of group activities.
• Leading is called management in action. Leading is

influencing others to achieve organizational objectives. It
is also referred to as leading.
• Supervisors are engaged in leading when they motivate,

counsel or discipline subordinates.
roles
Planning
Organizing
Leading leading
Inspiring (memimpin)
Controlling
Evaluating
Stop managing, start leading

https://www.youtube.com/watch?v=d_HHnEROy_w
(18 minutes)
roles
Planning
Organizing
Leading inspiring
Inspiring (memberi ilham)
Controlling
Evaluating
• Inspiring others to be motivated for work is critical for

supervisors.
• Motivation is the will to act. What we call “motives” are the

reasons why people act in certain ways.
• To achieve good results, a highly motivated workforce for

any organization is needed. Hence a supervisor should be
aware of what these motivational forces are.
roles
Planning
Organizing
Leading inspiring
Controlling
Evaluating
• There must be a two-way communication within an

organization. All employees must be regularly informed
about matters which affect them.
• The ideal approach when providing information is that

everybody should know about everything that concerns
them directly or indirectly, in full and accurate detail, as
soon as possible.
roles
Planning
Organizing
Leading inspiring
Controlling
Evaluating
How to keep your team motivated

https://www.youtube.com/watch?v=H9LSopkLbpw
(4 minutes)
roles
Planning
Organizing
Leading controlling
Inspiring (mengawal)
Controlling
Evaluating
• Controlling is the managerial function of ensuring that

performance conforms to plans.
• Control is essential for achieving the objectives of an

organization. The planning of various activities does not
ensure automatic implementation of policies.
• Control is the process which enables management to get

its policies implemented and take corrective action if
performance is not according to the pre-determined
standards.
roles
Planning
Organizing
Leading controlling
Controlling
Evaluating
Standard Operating Procedures (SOP)
• Written instructions intended to document how to

perform a routine task or activity, or
• It is a document consisting of step-by-step information on

how to execute a task. It is just a checklist.
roles
Planning
Organizing
Leading controlling
Controlling
Evaluating
• 3 Important Steps for Supervisors:
1. Train and demonstrate an SOP to the user (especially

during induction of new staff)
2. Explain the importance of accuracy in SOP
3. Ensure accessibility of SOPs for all

roles
Planning
Organizing
Leading controlling
Controlling
Evaluating
• Why important during induction of new staff?

• Saves time and training costs
• Staff is guided to perform the tasks assigned to his/her role
• Avoiding of delays and errors
• Have the knowledge of what is expected of him/her
• Know who to report to
• Have a clear picture of the role of the department
in the company
• Understand the objectives of the department
roles
Planning
Organizing
Leading controlling
Controlling
Evaluating
• How to make sure that your staff follow the SOP?
1. Monitoring
Staff must sign-off to show that they are trained
physically and theoretically on how to carry out
a process
roles
Planning
Organizing
Leading controlling
Controlling
Evaluating
2. Visibility
To use posters or signage as a way of reminding them
3. Measurement
Make SOP part of Employee Review process
roles
Planning
Organizing
Leading controlling
Controlling
Evaluating
4. Frequency
Make sure to inform staff if an SOP is updated so they
know you give importance to SOP’s
roles
Planning
Organizing
Leading controlling
Controlling
Evaluating
How to create a SOP in MS Word

https://www.youtube.com/watch?v=FPu7i7N4gEU
(7 minutes)
roles
Planning
Organizing
Leading evaluating
Inspiring (menilai)
Controlling
Evaluating
Goal Setting
• Goal are specific achievements or personal development

objectives assigned for a given time period (monthly,
quarterly, bi-annually or annually).
• Goals help every employee in an organization understand

what is expected of them to be successful in their job.
roles
Planning
Organizing
Leading evaluating
Inspiring (menilai)
Controlling
Evaluating
Goal Setting – Developing a Workplan

1. Identify and understand where expectations exist for that position
• Formal – Job descriptions, organizational standards, project plans,
program goals, supervision requests
• Informal – Feedback, meetings, discussions, organizational culture.
2. Key Result Areas (KRAs)

Key result areas are the major functions or areas of accountability that the
person is responsible for accomplishing throughout the year. Within each
KRA there are a set of specific job duties and tasks that need to be
accomplished to achieve the desired result.
roles
Planning
Organizing
Leading evaluating
Inspiring (menilai)
Controlling
Evaluating
Goal Setting – Developing a Workplan

3. Develop Goals for the Workplan
• The goals that an employee and their manager create are specific
objectives relevant to the job and are designed to help employees grow
in their career.
• During performance reviews, employees are evaluated and rated on
these goals to determine how successfully they've met performance
expectations.
Goal Examples:
• Facilitate one volunteer training each quarter this year.
• Create a draft workplan for developing new performance evaluation by May 30.
• Create first version of online resource directory by October 1.
roles
Planning
Organizing
Leading evaluating
Inspiring (menilai)
Controlling
Evaluating
Also, goals must be smart

roles
Planning
Organizing
Leading evaluating
Inspiring (menilai)
Controlling
Evaluating
SMART goals - #1 Need to be Specific.
• Goals should be straightforward and emphasize what you want to happen.

• Specifics to focus our efforts and clearly define what we are going to do.
• WHAT are you going to do? Use action words such as direct, organize,
coordinate, lead, develop, plan, build etc.
• WHY is this important to do at this time?
• WHAT do you want to ultimately accomplish?
• HOW are you going to do it?
***To set a specific goal you must answer 5W2H questions:
roles
Planning
Organizing
Leading evaluating
Inspiring (menilai)
Controlling
Evaluating
SMART goals - #2 Measurable.
• A measurable goal tells the employee exactly what is expected so

there is no opportunity for confusion. Words such as better,
excellent, or high-level are not measurable.
roles
Planning
Organizing
Leading evaluating
Inspiring (menilai)
Controlling
Evaluating
• Quantity: Quantity indicators include hard figures such as numbers of

youth enrolled, or funding in dollars or percentages.
• Example:
• As a known standard, such as program budget draft due October
1 every year.
• As a comparison, as in “15% increase over previous year,”
• As a ratio or percent that can be tracked over a given period,
such as “less than 5% turnover.”
roles
Planning
Organizing
Leading evaluating
Inspiring (menilai)
Controlling
Evaluating
• Quality: These are conditions that indicate a result has been achieved.
• You can use either a comparison or a known standard. To decide
whether to use a quality measurement, ask how will I know when it is
achieved?
• Example:
• The product is complying with all conditions as outlined in the
organizational employee handbook
• Treating all clients and staff respectfully and compassionately as
defined by organizational principles.
roles
Planning
Organizing
Leading evaluating
Inspiring (menilai)
Controlling
Evaluating
SMART goals - #3 Attainable.
• Both the supervisor and the employee must agree that this goal is
reasonable and within the employee’s job description.
• You can attain most any goal you set when you plan your steps
wisely and establish a time frame that allows you to carry out those
steps.
roles
Planning
Organizing
Leading evaluating
Inspiring (menilai)
Controlling
Evaluating
SMART goals - #3 Attainable.
• A goal needs to stretch you slightly so you feel you can do it and it
will need a real commitment from you.
• The feeling of success which this brings helps you to remain

motivated
roles
Planning
Organizing
Leading evaluating
Inspiring (menilai)
Controlling
Evaluating
SMART goals - #4 Relevant.
• To be relevant a goal must represent an objective toward which you

are both willing and able to work.
• The goal must be within the employee’s control and ability to

influence the outcome.
• The goal should be aligned with the organizational strategic goals

and the employee should understand how his/her goal contributes
to organizational success.
roles
Planning
Organizing
Leading evaluating
Inspiring (menilai)
Controlling
Evaluating
SMART goals - #5 Time-bound.
• Time-bound goals include a target date or a specific time period in

which to meet the goal.
• Examples:
• By the end of the review period
• By the end of the quarter or year
• Every month
• Every time
• On an ongoing basis
L eading (memimpin)
decision making
I (membuat keputusan)
nspiring (memberi ilham)
C ontrol (mengawal)
decision making
(membuat keputusan)
• Decision making can be regarded as the Judgmental

process resulting in the selection of a course of action.
• When trying to make a good decision, a person must

weight the positives and negatives of each option and
consider all the alternatives.
• Thus, for effective decision making, a supervisor must be

able to forecast the outcome of each option as well, and
based on all these items, determine which option is the
best for that particular situation.
decision making
(membuat keputusan)
• Much of a supervisor’s job is making decisions that cover

all of the functions of management.
• In many cases, supervisors make decisions without giving

any thought to the process of deciding.
• Even though making many decisions seems to be

automatic, supervisors can improve the way they make
them by understanding how the decision - making process
works in theory and in practice.
decision making
(membuat keputusan)
Guide.
• Consider the consequences
• Respond quickly in a crisis
• Be decisive yet flexible Avoid decision-making traps
decision making
(membuat keputusan)
Tools for Decision Making
1. Probability Theory
• A supervisor cannot be 100% sure of an outcome.
• To use this theory, a supervisor needs to know or be able to
estimate the value of each possible outcome and the
probability that this outcome will occur.
***Probability theory - a body of techniques for comparing the

consequences of possible decisions in a risk situation.
decision making
(membuat keputusan)
2. Decision trees
In the real world, most decisions involving probability are very
complex. A supervisor may find it helpful to use a decision tree
for making decisions in risk situations.
***Decision tree - a graph that helps decision makers use probability

theory by showing the expected values of decisions under varying
circumstances.
decision making
(membuat keputusan)
decision making
(membuat keputusan)
• Computer software
• Decision-making software leads the user through the steps of
the formal decision-making process.
• Examples: Spreadsheet software
• Database management software
*** Computer software does not make decisions for supervisors but
helps them organize their thoughts and gather information.
decision making
(membuat keputusan)
How to make a good decisions

https://www.youtube.com/watch?v=KkyzYjPuxK8
(18 minutes)
manage change
(mengurus perubahan)
L eading (memimpin)
decision making change
I (membuat keputusan) (perubahan)
C ontrol (mengawal)
managing change
• Change is often necessary and important so that an

organisation continues to delivery solutions.
• However, employees may be resistant to change since

change can be hard and uncomfortable.
• “But this is the way we always do it!”

managing change
Why do people resist change? According to Forbes (2013), the top 5

reasons are:
1. Fear of the unknown, surprise
2. Mistrust – especially for new managers
3. Loss of job security, control
4. Bad timing – heaping too much over a short period of time
5. An individual’s predisposition toward change – not all people

want new challenges. Some are happy with routines.
managing change
Rick (2011) listed 12 reasons:
• Misunderstanding about the need for change • Changes to routines

• Fear of the unknown • Exhaustion, saturation
• Lack of competence • Change in the status quo
• Connected to the old way
• Low trust • Benefits and rewards
• Temporary Fad
• Not being consulted
• Poor communication
managing change
Why Change is Hard

https://www.youtube.com/watch?v=RpiDWeRN4UA
(4 minutes)
managing change
Kotter’s Model (1996)
1. Establish a sense of urgency

• Identify threats, develop scenarios showing what could
happen in the future
• Start honest discussions, and give dynamic and
convincing reasons to get people talking and thinking
• Request support from customers, outside stakeholders
and industry people to strengthen your argument
2. Form a strong guiding coalition of true leaders

managing change
3. Develop a clear shared vision (short summary of what you see as the
future of the organization)
• Determine the values that are central to the change
4. Communicate the vision

• People fear what they do not know. When they see and hear what
you’re trying to achieve, then the directives they’re given tend to make
sense. Address people’s concerns and anxieties openly and honestly.
• Create strategies to execute the vision (apply it everywhere) and ensure
it can be described in less than 5 minutes
• Lead by example
managing change
5. Empower people (change leaders) to act the vision and remove the
roadblocks
6. Create short term wins to give the organization a taste of victory early in
the change process
managing change
7. Consolidate and build on the gains

• Set goals to continue building on the momentum you’ve achieved
• Keep ideas fresh. Bring in new change agents and leaders to the
coalition.
8. Institutionalize the change. Anchor it to the corporate culture.

managing change
Lewin’s Model (1951)
1. Stage One. Unfreezing
• About preparing to change. The more we feel that change is necessary, the more urgent
it is, the more motivated we are to make the change.
• Force field analysis is used to analyze the pros and cons of the change.
managing change
2. Stage Two. Change, transition
• Change is not an event, but rather a process, or a transition.
• Use role models and allow people to develop their own solutions can help to make
changes.
• It is very useful to keep communicating a clear picture of the change and benefits to
people, so they don’t lose sight of where they are heading
managing change
3. Stage Three. Freezing (or, Refreezing)
• Change are accepted and becomes the new norm. People form new relationships
and become comfortable with their new routines.
• Kurt Lewin intended this stage to be about reinforcing the change and ensuring
that the desired change is accepted and maintained into the future
managing change
Bridge’s Model (1991)
1. Stage One. Ending

• End what used to be. Identify who is losing what. Repeat information about what
is changing and why.
2. Stage Two. Neutral Zone

• Employees feel disoriented with falling motivation and increasing anxiety.
• Treat it as part of the organization’s change process
3. Stage Three. New Beginning

• Gain acceptance of the purpose
• Communicate picture of how the new organization will look and feel
managing change
Hiatt’s Model (2003)

manage change
L eading (memimpin)
decision making change
I (membuat keputusan) (perubahan)
C ontrol (mengawal)
E valuation (menilai) conflict

(perselisihan idea, kepentingan)
manage conflict
(mengurus konflik)
managing conflict
(mengurus konflik)
How not to take things personally?

https://www.youtube.com/watch?v=LnJwH_PZXnM
(18 minutes)
managing conflict
(mengurus konflik)
• Conflict management influences individual wellbeing,

group performance and organizational effectiveness.
• Conflict in the workplace needs to be managed early on,

before it affects productivity and morale.
• The supervisor needs to discern what type of conflict

he/she is dealing with before coming up with a resolution
strategy.
managing conflict
(mengurus konflik)
Workplace conflict is caused by either interpersonal

employee differences or organizational problems. Or a mix
of both:
• Rapid change
• Increasing complexity of work
• Economy that pushes companies to do more with less
• Diversity of employees in the workforce
• Availability of more options and information with which to
make decisions
managing conflict
(mengurus konflik)
Workplace conflict is caused by either interpersonal

employee differences or organizational problems. Or a mix
of both:
managing conflict
(mengurus konflik)
managing conflict
(mengurus konflik)
managing conflict
(mengurus konflik)
• When the problem is between two or three people,

conflict management can be done by the immediate
supervisor or manager of the people affected.
• When the supervisor/organisation is also part of the

problem, an outside facilitator is invaluable.
managing conflict
(mengurus konflik)
• Supervisor must always try to restore the peace at work

and keep it that way for all to enjoy working together.
• It's essential to take the time to complete the second
step: dealing with the causes of the problem.
• Explore the possible causes of conflict at work and
ideas on how to address them.
managing conflict
(mengurus konflik)
How to Deal with Difficult People

https://www.youtube.com/watch?v=kARkOdRHaj8
(15 minutes)

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FRSS/B/I 2033

Fundamental Supervisory Skills

2 – 3 July Part One.

Understanding how to supervise

I nspiring (memberi ilham)

• Planning is the most basic managerial/supervisory

• Planning helps in deciding the course of action to

• It is a decision in advance, what to do, when to do,

• The primary objective of planning is to achieve

• Plans may be of many types, such as short-range

• Supervisors are mainly concerned with

Inside the mind of a master procrastinator

• Every organization needs the services of several

• The function of organizing is to arrange, guide,

• It provides the necessary framework within which

Organizing and coordinating:

• Coordinating involves ensuring that all efforts move smoothly

• A supervisor must coordinate the work of his subordinates in

• Leading is concerned with carrying out the desired

• Leading is called management in action. Leading is

• Supervisors are engaged in leading when they motivate,

Stop managing, start leading

• Inspiring others to be motivated for work is critical for

• Motivation is the will to act. What we call “motives” are the

• To achieve good results, a highly motivated workforce for

• There must be a two-way communication within an

• The ideal approach when providing information is that

How to keep your team motivated

• Controlling is the managerial function of ensuring that

• Control is essential for achieving the objectives of an

• Control is the process which enables management to get

Standard Operating Procedures (SOP)

• Written instructions intended to document how to

• It is a document consisting of step-by-step information on

Standard Operating Procedures (SOP)

• 3 Important Steps for Supervisors:

1. Train and demonstrate an SOP to the user (especially

2. Explain the importance of accuracy in SOP

3. Ensure accessibility of SOPs for all

Standard Operating Procedures (SOP)

• Why important during induction of new staff?

Standard Operating Procedures (SOP)

• How to make sure that your staff follow the SOP?

Standard Operating Procedures (SOP)

• How to make sure that your staff follow the SOP?

Standard Operating Procedures (SOP)

• How to make sure that your staff follow the SOP?

How to create a SOP in MS Word

• Goal are specific achievements or personal development

• Goals help every employee in an organization understand

Goal Setting – Developing a Workplan

2. Key Result Areas (KRAs)

Goal Setting – Developing a Workplan

Also, goals must be smart

SMART goals - #1 Need to be Specific.

• Goals should be straightforward and emphasize what you want to happen.

SMART goals - #2 Measurable.

• A measurable goal tells the employee exactly what is expected so

SMART goals - #2 Measurable.

• Quantity: Quantity indicators include hard figures such as numbers of

SMART goals - #2 Measurable.

SMART goals - #3 Attainable.

SMART goals - #3 Attainable.