Role of supervisor

• To profitably meet targets by utilising:

 Materials
 Equipment
 Finances
 PEOPLE

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 Costs
Direct Labour Overheads Direct Materials

10%

50%
40%

• Costs of lost output needs to be calculated

in terms of potential sales/profits/lost
overhead recovery.
2
• The Role of The Supervisor
• - Team building
• - Leadership
• - Motivation

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 Objectives
• identify desirable characteristics of a
supervisor.
• Explain personal, organisational and
interpersonal skills
• identify attributes of a real supervisor.

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 Key tasks of the supervisor
• Planning .
• Organising
• Co-ordinating
• Controlling
• Communicating
• Supporting !
• Motivating
• Evaluating
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 Morale
• Concern - for the individual and Group
• Impartiality
• Accessibility
• Loyalty
• Fair discipline
• Good example
• Self-control

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THE SUPERVISOR'S SPECIFIC RESPONSIBILITIES FOR MORALE

• CONCERN
• Concern for the Individual
• Each of us react to how others treat us. When it is clear that
interest is being shown in what we are doing, how we feel,
and the difficulties we are facing, we respond in a
positive manner.
• Successful supervisors have genuine concern for each of the
people working for them.
• They talk to people so that they are aware of their problems
and can then help. Empathy is calLed for, not sympathy, the
need is to find a way of helping.

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 Concern for the Group

• People work with other people doing the same or similar jobs.
Whether these units are formalised or not doesn't matter. They
take on an identity with a common cause.
• In the same way that the supervisor must relate to the individual,
so they must understand the concerns of the group. Close liaison
together with an acute sensitivity will soon identify any rumblings
or problems which call for action.
• In discussions with management the supervisor undertakes a
dual role. They have to appreciate and support the benefits of
the corporate plan whilst clearly expressing any
doubts as to how these may affect the group and their
performance.

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 IMPARTIALITY

• Whilst each of us reacts most strongly to the way in which we

ourselves are treated, we cannot disregard how others fare in
similar situations.
• The application of double standards creates problems. The
favoured one, pleased with the outcome, will find it hard to resist
just a little exaggeration in the telling of their story (and they will
tell someone, who will tell someone else etc., etc.).
• Believing the worst version, the others may formally complain
and voice their views, or, say nothing but keep the incident in
mind for use in the future. One thing is certain, whether it be the
result of a conscious or sub-conscious decision. their
commitment will be less and their performance will suffer.

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 ACCESSIBILITY

• Keeping in touch with the feelings and views of both the

individual arguably and the group is the single most important
part of the supervisor's job.
• Most of this contact will be achieved by going to the people and
talking to them. However, it has to be recognised that there will
be" occasions when the individual or the group need to
approach the supervisor.
• An awareness that the supervisor is accessible encourages a
healthy openness and trust. The opportunity to approach
immediate management may not be used as frequently as
anticipated' Like insurance, its value is the fact that it's there
when it's needed.

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 LOYALTY to company

• All decisions involve change and affect people.

• Management decisions are primarily aimed at improving the
overall performance of the business.
• change will be viewed by some as favourable and others as
unsatisfactory, depending on how it affects them personally.
• How a decision is received can be influenced greatly by both the
supervisor's attitude and the way in which the reasoning behind
the change is explained. support for the idea, together with a clear
definition of the anticipated benefits can help produce, at
minimum, reluctant acceptance.
• Decrying the idea or doubting its wisdom can only encourage
resistance. dissatisfaction and future problems

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 Loyalty to individual or group
• Whilst the need to be loyal to management and the company
is seen as a natural part of the supervisor's role, it is not
always recognised that a similar duty exists to the individual
and the group. In any dispute or discussion the views and
actions of those they are responsible for have to be expressed
and recorded accurately.
• By doing this the supervisor meets his obligation and creates a
climate in which management decisions and explanations are
likely to receive a more favourable reception.

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 Authority/Responsibility
• Authority
• Ability to influence
• Ability to command
• Ability to give instruction
• “RIGHT” to do something
• POWER

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 Misuses of power
• UNREST
• Demotivation
• Resentment

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 Positive power
• Motivation
• Team involvement
• Used to explain
• Request versus Order or command

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 Responsibility
• - Accountable
• - liable
• - Called to answer
• - "The buck stops here"

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