Textile Industry Development Institute

Weaving and Knitting technology

Directorate
2013
Course Objective

To provide Supervisors with a

sound understanding of their
roles and responsibilities
within their organizations,
and the skills they need to
achieve their objectives
 .. the process of
organizing methods,
materials, manpower and
other resources to achieve
organizational goals

… is more art than

science. Managing is
working with and through
other people to accomplish the
objectives of both the
Organization and its members
 Management Levels

Strategic
level Top

Technical
level Middle

Operations
level Supervision

Employees / Individual Contributors

What is Supervision and
supervisor ?
 What is Supervision?
Supervision means
 It is the activity carried out by supervisors to
oversee the productivity and progress of
employees who report directly to the
supervisors.
 Being able to look ahead and plan
 Look around to organize and coordinate the
efforts of our people
 To look into things and put them right by
taking control and problem solving
Examples of supervision activity
• Preparation of production plan
• Daily visit of log book
• Checking and assigning the appropriate
person
•
 What is Supervisor?

 Supervisors are part of organization’s

management team who control the activities of
others and have the responsibility of carrying out
management’s policies and intentions by leading
the group.

Who are the supervisors?

 Supervisors can be
• Forman
• Shift leader
• Section head
• Any employee  who has the power and authority
to do the following actions
- Give instructions and/or orders to subordinates.
- Be held responsible for the work and actions of other
employees.
What a Manager/Supervisor should appear
to be
 A morally sound person.
 A creative & imaginative intellectual
 A man having managerial powers
 A task master
 A work oriented man / A Demonstrator/
 A Coordinator
 Respectful of himself and others
 An Orator
 Emotionally mature
An ambitious man
 cont…
 A good motivator
A good coach
A man having keen mind
A resourceful man
A self motivated hard working person.
Loyal to employees and associates
A man with fairly good knowledge and experience
A thorough gentle human being /A psychologist/
A good leader
A good teacher
 A Supervisor
Does certain Talks, Listens, Reads, Writes, Activities
things Thinks, Decides, Discusses

About certain Men, Money, Methods, Resources

matters Materials, Facilities
Through Planning,
In order to Organizing, Functions
progress Directing, Coordinating,
Controlling
Toward a In the form of production,
Goals
desired Safety, Sales, Profits, and
result other
business objectives
Skills in the ACTIVITIES plus mastery of RESOURCES plus
proficiency in the FUNCTIONS, yields progress towards the
Supervisory Roles and Responsibilities

Trainer Coach

Planner Controller
Supervisory
Roles and
Responsibilities

Scheduler Leader

Motivator Recruiter
 Reflection

Write down your role and

Responsibility in your company?
 Key
Managerial or Supervisory
Skills
Essential Skills for Successful Supervisors
Communication Skills Motivational Skills

Entrepreneurial Thinking
and Creativity Skills Delegation Skills

Problem solving skills

Decision-Making
Skills

Technical Skills

Team-Building and
Administrative Skills
Leadership Skills

Time Management Skills

 Communication Goal
Communication is a bridge to reach other people
with thoughts, ideas and facts.

Whenever you COMMUNICATE, to an

Individual or a group, you are “SELLING”
something: Product, service, viewpoint, or
Simply yourself.

Your goal is to influence or Persuade the

listener to “BUY” what you say.
 Elements of
Effective Communications

Getting your Message across

Common
Understanding
Getting Feedback From others
 Types of Communications

Verbal Written Non- Verbal

Conversation Memorandum Facial expressions

Interview Letter Body language
Meeting Report Gestures
Lecture E-mail
Telephone con. Fax
 Verbal Communications
Most effective method

Interaction
Eye contact
Facial expressions
Gestures
Immediate feedback
 Written Communications
More complex

Needs preparation
Accurate – more detailed
No body language
No immediate feedback
May be neglected
 Non-verbal Communications

Feedback that cannot be concealed!!!

Delineates true opinion

Should be carefully perceived
Should be used effectively
Principles of Effective Communications
• Clarify the purpose of the message
• Deliver message in Logical order
• Use words that can be understood
• Make your tone clear and keep pace
• Make your communication time-bound
• Clarify when necessary to confirm understanding
• State what is required to be done
• State importance / urgency of action to be taken
• Summarize what you have presented
• Avoid words having ambiguous meaning
Reasons of Ineffective
Communications

Sender
Receiver

Environment
Reasons of Ineffective Communications

Sender

• Purpose of message is not announced

• Illogic sequence
• Unclear tone
• No preparation
• Not mastering subject
• Misjudging receiver’s level of
understanding
Reasons of Ineffective Communications

Receiver

• Bad listening
• No interest
• Unawareness of subject
• Prejudice
• Jumping to conclusions
• Bad mood
• Mental illness
• Physical tiredness or Discomfort
Reasons of Ineffective Communications

Environment

• Language • Structural
- vocabulary - distance
- jargon - time
- ambiguity
• Environmental
• Psychological - Distractions (noise)
- fear - interruptions
- shyness - people intruding
- boredom
 Listening

What ?
Listening is focused, attentive hearing

The real communication is not , what I meant, Not even,

what I said, but what you, from your perspective understood.

Listening is influenced by :
-7% by the words spoken
- 38% by the way in which they are spoken
- 55% by the way the speaker looks
 Ten commandments of listening
• Give the speaker the chance to speak
• Listen to perceive .. Not to object
• Do not interrupt the speaker
• Put yourself in the speaker’s boots.. This will
help you assess the situation
• Stop talking .. You cannot listen while talking
• Be patient .. Give the speaker enough time
• Keep calm .. Angry people will look for mistakes
• Don’t argue .. Be open and accept criticism
• Ask questions .. This shows interest and provides
clarification
• Avoid prejudice..
 Type of Listening
Empathizing
Drawing out the speaker
and getting information in a
supportive, helpful way.
Analyzing
Seeking concrete
information and trying to
disentangle fact from
emotion.
Synthesizing
Proactively guiding the
exchange towards an
objective.
Putting Methods Into Practice
Empathize by imagining yourself in the other person’s
position to understand what they are thinking, and letting
them feel comfortable – possibly by relating to their
emotional experiences. Pay close attention to what the
person is saying, talk very little, and use encouraging
nods and words.
Use analytical questions to discover the reasons behind
the speaker’s statements, especially if you need to
understand a sequence of facts or thoughts. Ask
questions carefully, so you can pick up clues from the
answers and use the person’s responses to help you form
you next set of questions.
If you need to achieve a desired result, make statements
to which others can respond with ideas. Listen and give
your answers to other’s remarks in a way that suggests
which ideas can be enacted and how they might be
implemented. Alternatively, include a different solution in
your next question.
 Defining Work Problems
• Undesired , unplanned situations
• Obstacles that slow down achieving goals
• Inevitable in day to day work

Causes of Work Problems

• Negligence of rules and regulations
• Ignorance of the presence of rules and
regulations
• Improper organizing and planning work
• Unexpected events and mishaps
 Causes of Work Problems

Man
Causes of Machine
Work
Problems Methods
Materials
Problems should be handled
at its early stages before
it builds up
 Principals Of Problem Solving
• Avoid the "right/wrong" or "assigning blame"
paradigm
• Convey respect for the other person
• Undertake to solve the problem together
• Focus on the problem first, then look for
solutions
 Steps to Problem-solving
Before any attempt to solve a problem ask
yourself these questions:
• Who owns the problem?
• Who is involved?
• Who is being affected by it?
Remember!
Simple is beautiful
If you find a difference, you can find a problem
When you can find a problem, you can solve
the problem.
 Steps to Problem-solving
• Define the problem (5W & 1H)
(with input from yourself and others)
- What is it that makes you think there's a problem?
- Where is it happening?
- When is it happening?
- Why is it happening?
- With whom is it happening?
- How is it happening?
- Write down a five-sentence description of the problem

• Look at potential causes for the problem

- Get input from others who notice the problem and
who are effected by it
- Collect input from individuals one at a time
- Write down a description of the cause of the
problem in terms of what is happening, where,
when, how, with whom and why
No problem is
BIG
Problem
Remember:
Problem is our precious
treasure for work improvement
 Steps to Problem-solving cont…
• Identify alternatives approaches to resolve
the problem
- keep others involved (unless you're facing a
personal and/or employee performance problem)
- Brainstorm for solutions to the problem

• Select an approach to resolve the problem

consider:
- Which approach is the most realistic to solve the
problem for the long term?
- Resources, are they available? affordable? Do you
have enough time to implement the approach?
- What is the extent of risk associated with each
alternative?
 Steps to Problem-solving cont…
• Plan the implementation of the best alternative
(this is your action plan)
- What will the situation look like when problem is
solved?“
- Steps to be taken to implement the best alternative? -
What systems or processes should be changed in
the organization, (e.g. a new policy or procedure?)
- How will you follow-up with the implementation
- Resources needed (people, money and facilities?)
- Time needed for implementation
- Who will be responsible for implementing the plan?
- Write down the answers to the above questions and
consider this as your action plan
- Communicate the plan to those who will be involved in
implementing it and to your immediate manager
 Steps to Problem-solving cont…
• Monitor implementation of the plan
- Is the plan being done according to schedule?
- If not, then consider: Was the plan realistic? Are
there sufficient resources to accomplish the plan on
schedule? Should more priority be placed on various
aspects of the plan? Should the plan be changed?

• Verify if the problem has been resolved or not

Consider:
- What changes should be made to avoid this type of
problem in the future? (changes to policies and
procedures, training, etc.)
- What did you learn from this problem solving?
(new knowledge, understanding and/or skills.)
- Write a brief memo that highlights the success of
the problem solving effort. Share it with your
manager, peers and subordinates
 Steps to Problem-solving cont…
• Verify if the problem has been resolved or not
Consider:
- What changes should be made to avoid this type of
problem in the future? (changes to policies and procedures,
training, etc.)
- What did you learn from this problem solving?
(new knowledge, understanding and/or skills.)
- Write a brief memo that highlights the success of
the problem solving effort. Share it with your
manager, peers and subordinates
 Reflection
• Select one problem title and analyzes and
solve the problem by following the above
steps.
Summary
 Focus

Execute Analyze

Develop
Statistical tools
 Cause and Effect Diagram
• a tool that identify, sort and display
possible cause of a specific problem or
effect.

• illustrates the relationship between a given

outcome and all the factors that influence
the outcome.
• Its main use is to pick up and arrange all
possible causes without any omissions.
 Count……
• It allows many factors to be seen at the
same time, and can be used by everyone
from beginners to experienced workers.
 Benefits of using Cause and Effect
Diagram
• Helps determine root causes.
• Encourage group participation.
• Uses an orderly, easy- to-read
format.
• Indicate possible causes of variation in
process.
• Increases process knowledge.
Basic layout of Cause-and-effect diagram

Method Material

Man/operator Machine
 Fishbone /cause and effect Method
Machine Man
No Maintenance
Inadequate training

No Calibration Off-spec
No cooperation Product
Problem

Improper storage Not following

standards
Not complying
Improper test
With standards
procedures

Materials Methods
 Steps to construct a Cause-and
Effect diagram
Step 1- Identify and define the effect or
problem
• Decide on the effect to examine
• Use operational definition
Step 2- Draw the spine and create the effect
box
• Draw a horizontal arrow pointing to the right. That
is the spine.
• Write a brief description of the effect or outcome
which results from the process at the right end of
the arrow.
Step 3- Identify the main causes
contributing to the effect being studied
Service Industries Manufacturing
(The 4 Ps) Industries
(The 6 Ms)
 Policies  Machines
 Procedures  Methods
 People  Materials
 Plant/Technology  Measurements
 Mother Nature
 (Environment)
 Manpower
 (People)
Step 4-Identify causes influencing the
Effect
• Identify as many causes or factors
as possible and attach them as sub
branches of the major branches.
• Fill in detail for each cause. If a
minor cause applies to more than
one major cause, list it under both.
Step 5- Add detailed levels
Identify increasingly more detailed
levels of causes and continue
organizing them under related
causes or categories. You can do
this by asking a serious of “Why”
questions.
Step 6- Analyze the diagram
• Analysis helps to identify causes that
need further investigation.
– Look for causes that appear
repeatedly. These may represent
root cause.
– Most importantly, identify and circle
the causes that you can take action
on.
• Companies have to develop and practice
constructing a cause-and-effect diagram
because it deals with finding root cause
of a problem.
• Once you find the root causes, it is
possible to avoid it and make real
change in business.
Pareto diagram
 Pareto Analysis
• It is used to illustrate detected problems by
classifying them, showing their frequency in
the process and set their priority (which
problems should be solved first).
• It allows the user to focus attention on a
few important problems in a process.
• It makes it easy to see which of many
cases or problems have the most serious
effect on quality, productivity, cost, safety,
etc together with their relative proportions.
 Pareto Analysis cont….

• It is used to identify those problems that

have the greatest cumulative effect on the
system and thus screen out the less
significant ones.

• In quality control, it often represents the

most common sources of defects, the
highest occurring type of defect, or the
most frequent reasons for customer
complaints, and so on.
 Pareto Principle
• The Pareto Principle (also know as the
80/20 rule) states that only a "vital few“
(20%) causes are responsible for producing
most of the problems (80%).

• This principle can be applied to quality

improvement that a great majority of
problems are produced by a few key
causes. If we correct these few key causes,
we will have a greater probability of
success.
Pareto Diagrams
 How to make Pareto Diagrams
• Form a table listing the causes/problems and
their frequency as a percentage.

• Arrange them in decreasing order from most to

least frequent. Summarize less frequent
problems as ‘others’.

• Calculate cumulative percentage (the cumulative

percentage is the first percentage plus the
second percentage …..).
 How to make Pareto Diagrams cont….
• Plot with problems on x-axis and cumulative
percentage on y-axis. Join the points to form a
curve.

• Plot (on the same graph) a bar graph with

causes on x-axis and percent frequency on y-
axis.

• Draw a line at 80% on y-axis parallel to x-

axis. Then drop the line at the point of
intersection with the curve on x-axis. This point
on the x-axis separates the important causes on
the left and less important causes on the right.
How to make Pareto Diagrams
cont….

Causes
 Example
• An XX textile company is trying to
analyze and prioritize quality complaints
received from its customers.
Type of Defect Frequency In Percent Computing Cumulative
Cumulative Percentage
Percentage
Hole 104 52 0+52= 52% 52

Miss end 42 21 52+21= 73% 73

Miss pick 20 10 73+10= 83% 83

Crack 10 5 83+5= 88% 88

Float 6 3 88+3= 91% 91

Oil stain 4 2 91+2= 93% 93

Others 14 7 93+7= 100% 100

Total 200 100 - -

As shown in the Chart, 83% of customer complaints are related
to hole, miss end and miss pick.
 Part of a manager’s/ supervisor’s role is
having to make a series of large and small
decisions.
Reaching the right decision in every situation
is an ambition that is well worth striving to
achieve.
Decisions Are an Essential
Part of Life, in and Out
of a Work Environment.

Managers/ supervisors, by Definition,

Must Be Decision-Makers.
Types of Managerial/supervisory Decisions

Unplanned Decision Planned

• Non-repetitive • Repetitive
Problem • Routine
• Non-routine

• Instructions
• Strategic solutions
• High risk
Procedures • Policies
• Low risk
 Types of Problems/Decisions
And Management Level
Non-programmed Decisions

Top Broad, unstructured,infrequent

Management Much uncertainty
Type of
Managerial Middle Management Structured and Decision
Level Unstructured
,Frequent,structured
Supervision ,repetitive,Routine
much certainty

Programmed Decisions
Elements Affecting Decision-making Process

Nature of issue

Pe

Resources available
es rs
l u on
Time available

Va al
ity
Decision
Making
Po
Di ten
ss tia R is k g
on l f kin
an or T a
ce
Secondary
elements
Technical/intellectual
skills
 Analyzing the Decision Process

Identify & define issue/problem What exactly

has to be decided?

What are the

Undertake analysis alternatives?

What are the

Evaluate alternatives Pros and cons?

Which alternative
Identify choices Is the best?

What action
Implement decision Needs to be taken?
 AGISA
The Group Thinking Model
Seeking issues
Analyzing Affecting the decision

Opportunities or
Goal setting problems
Conventional or
Looking for Ideas unconventional
Discarding or
Selecting ideas adopting

Implementing
Action Accepted decisions
 Assessing the Validity of Ideas
Suggested solutions Potential outcomes
Our product
Only keeps the
dominates the
status quo for now
market

Update our product

Problem in order to hold Strengthens position
market advantage of present product

New technology See if new technology

Makes our product takes off before Delays investment
obsolete investing in it until future date

Invests in new
Risks position as
technology when
market leader
markets dictate

Invest in new
First to supply
technology as
new product
soon as possible
 Reflection Activity
• What to you is a team?
• What are the features or qualities
of an effective team?
• What are the problems typically
experienced by your team?

79
 A Team Is More Than a
Collection of Individuals.
It Is, in Part, an Emotional
Entity, Rooted in the Feelings
As Well As the Thoughts
of Its Members, Who
Actively Care About
Their Team’s Well-being.
“ WE – mind-set“
 Teamwork Definition
A team is a limited number of people with
complementary skills who are committed to a
common purpose, performance goals, and approach
for which they hold themselves mutually accountable.
 Cannot afford to be a problem To be a part of the solution
 Groups of people either Pull together or pull apart No in
between.
 Make sure you are working with your teammates rather than
against them.
 Refuse to be selfish. Become more selfless. Give more of
yourself to your teammates.
 Starts looking at the situations from the We rather than I
 TEAM - Together Everyone Achieves More.
We cannot win a foot ball game
without teamwork
 Benefits Of Teamwork

The Collective Utilization Integration of the Talents

Of Individuals’ Efforts and Competencies
they Possess

What Makes a Good Team?

• A true team is a living, constantly changing,
dynamic force in which a number of people come
together to work.
• Team members discuss their objectives, assess
ideas, make decisions, and work towards their
targets together.
 Unifying a Team

Most teams have a tendency to place too much

emphasis on the task and not on the individual.

The ideal situation is one in which the needs of the

individual, the dynamics of the team, and the
requirements of the task coincide at four strategic
points to produce a unified, effective working team.
 Unifying a Team
Team works to
common end to Challenging tasks
complete tasks Individual maintain individual
interest

Each individual
contributes to team
effort to complete
task in hand Team Task

Needs of individual
are catered for by team
Choosing Individuals for
Specific Tasks
 Do Don’t
Which qualities
Draw up a job profile Assume that anyone
are required for
before talking to people the job? will suit the role

Check “on paper” profile Rely solely on word of

Are there any mouth
against details of suitable people?
individuals recommendations
Ignore shortfalls in
Favor individuals with What are their favor of particular
respective key skills?
wide-ranging skills experience

Can any weaknesses

Hope weaknesses will
Consider any be overlooked by
be overcome?
shortcomings the team

Note any shortcomings Will I enjoy working

Ignore signs of
in personal skills with this person? individual not being
a team player

Expect them to
overcome problems
“on the job”
Offer the role to the Make a final decision Offer the role to the
individual who brings most based on responses to individual who excels at
overall to the team the question above one particular skill
Stages of Team-development

Forming

The team first comes together;

discovering "Why? What? Who? When?".
Conflicts have not begin to emerge yet
Stages of Team-development

Forming Storming

Disagreements arise about what needs to be done

and who will do it. People are annoyed by
The restrictions imposed by the team
Stages of Team-development

Forming Storming Norming

The goals, roles, and boundaries have been

clarified and accepted by team members.
They have taken ownership and accountability
for getting the work done
Stages of Team-development

Forming Storming Norming Performing

The team becomes a true team, working in harmony,

supporting one another. The team, not the leader,
manages the project. Team members make adjustments
to keep the deliverables on track
manager’s Role in Team-building
Process
• Identifying purpose of forming team
• Selecting team members
• Identifying strengths and weaknesses
• Setting objectives and clarifying issues
• Allocating roles and responsibilities
• Supporting team members
manager’s Role in Resolving Team
Conflicts
• Clarifying impact of conflict on performance
• Identifying causes of conflict
• Inviting parties to explain their points of view
suggesting solutions
• Selecting appropriate methods for solution
• Agreement on roles to resolve the conflict
• Developing a plan of implementation
Team Cohesion Has A Great
Effect on Productivity

Cohesion

Productivity
 Time spent
together

Factors that
Challenges determine
Proximity of
Facing team Team Team members
cohesion

Previous
Size of team
achievements
 Tips to Promote Cohesion
• Keep enemies apart
• Put friends together
• Give special attention to people who find it
difficult to make friends
• Avoid fostering competing subgroups
 Characteristics of
Effective Teams
1. High level of interdependence among team
members

2. Team leaders have good people’s skills and is

committed to team approach

3. Each team member is willing to contribute

4. Team develops a relaxed climate for

communication

5. Team members develop a mutual trust

6. Team and individuals are prepared to take risks
97
 Characteristics of Effective
Teams…
7. Team is clear about goals and established targets
8. Team members roles are defined

9. Team members know how to examine team and

individual errors with out personal attacks

10. Team has capacity to create new ideas.

11. Each team member knows he can influence the team
agenda
12. Leadership role is shared and rotates among team
members depending on the situation at hand

98
 Problems typically experienced
by team members
 Team tries to do too much too soon.
 Conflict over differences in personal work
styles (and/or personalities conflict)

 Too much emphasis on results, not enough on

team processes and group dynamics

 Unanticipated obstacle causes team to give up

99
 Problems typically
experienced by team
members…
 Resistance to do things differently
 Poor interpersonal skills (aggressive rather than
assertive) communication, destructive conflict,
win-lose negotiation)
 Poor interpersonal chemistry (loners,
dominators, self –appointed experts do not fit in.
 Lack of trust

100
 Problems typically
experienced by team
members…
• In addition, teams can not deliver what is
expected of them due to many reasons
 Absence of a charter or Poor team charter
 Poor team leadership
 Unclear working agreements
 Mismanaged conflict
 Lack of resources
 Failure to integrate the work of the team with the
organization

101
 Understanding Time
Time is Life

Time cannot be stored or replenished

Work activities of a supervisor can be categorized as

What should not be done at all?

What should be done through others?
What should the supervisors do by themselves?
 Consider These Two
Questions:

What would happen if you

spent company money as
easy as you spend
company time?
When was the last time
you reviewed your time
allocation?
Time Waste , Why ?
• Ignorance of the value of time
• Late arrival to work or meetings
• Failing to prioritize
• Failing to delegate
• Unnecessary interruptions
• Unexpected, unplanned visits
• Lengthy , unnecessary telephone calls
• Procrastination
• Piled work
• Unnecessary discussions
 Typical time waste include :
Meeting
Inability to say ‘No’
Unfinished business
Indecisiveness

Effective Managing Time-Requisites

Setting Priorities
Drawing Strategies
Effective Planning
Appropriate Delegation
Use of discretionary time fruitfully
 Time is precious
 To realize the value of one year, Ask a student who has
failed in his exam.
 To realize the value of one month, Ask a mother who has
given birth to a premature baby.
 To realize the value of one weak, Ask a weekly’s editor
 To realize the value of one day, Ask a daily wage laborer.
 To realize the value of one hour, Ask the student who are in
examination hall
 To realize the value of one minute, Ask the person who has
missed the train
 To realize the value of one second, Ask the person who has
survived in an accident
 Count……
 To realize the value of one hundredth of a second, Ask the
player who has missed a medal in the Olympics.
 To realize the value of one mill- second, Ask the scientist
who is launching a satellite
Estimating Value Of Time

1.5 x annual salary Cost

= per hour
Working hours
per year

Cost per hour Cost

= Per minute
60
 Objective of Delegation
 To get the job done by someone else. Not just
the simple tasks of reading instructions and turning
a lever, but also the decision making and changes
which depend upon new information

With delegation, your staff have the authority to

react to situations without referring back to you.
 Many managers resist“
Delegation authority for fear
– A job won’t be done well

”Or that it will be done too well

Advantages of Delegation Vs
centralization
• Higher efficiency
• Increased motivation
• Develops the skills of your team
• Better distribution of work through the
group
• Makes the manager focus on more
important tasks
• Preparing the “second line”
 The Act of Delegation

Manager/
supervisor

Assigns tasks Grants authority Creates

commitment
What should The right to Contracting to
Be done use resources Take responsibility
 The Effective Delegator
Knows the value
Of delegation
Ensures staff
Allow subordinates
Are trained
to be seen
as the “experts”

Does not
Has confidence
Feel insecure
In subordinates
 Evaluating Your Activities
Do not complete
•·   What tasks am I doing that does them yourself or
not need to be done at all? delegate them

•·   What am I doing that can be Delegate these tasks

done by somebody else? to subordinates

Don’t delegate
•·   What tasks am I doing that
these, so prioritize
only I can do? them
Steps to Delegate
Identify a suitable person for the task

Explain the task clearly.

Leave room for ingenuity / initiative

Grant the necessary authority to

do the job properly

Keep in touch with the person for support and

monitoring progress. Do not get too close

Praise / acknowledge a job well done

 Gaining Agreement
Define task to be Discuss with
delegated Selected person

Seek agreement Do not push for

In principle Commitment yet

Offer solutions and

Discuss any
reassurance
reservations

Push for Win acceptance

commitment From delegate
 Do’s Don’ts
Which qualities are
Draw up a job profile before required for Assume that anyone will suit
Starting to talk to people the role? the role within the team

Check “on paper” profile Are there any Rely solely on word-of-
Against details of individuals suitable people? mouth recommendations

Favor individuals with What are their Ignore shortfalls in favor of

Wide ranging skills respective key strengths? Particular experience

Give serious consideration Can any weakness Hope weaknesses will be

To any shortcomings be overcome? Overlooked by the team

Note any shortcomings in Will I enjoy working Ignore signs of individual not
Personal skills With this person? Being a team player

Expect them to overcome

Problems “on the job”

Offer the role to the individual Make a final decision

Who brings most overall based on responses to Offer the role to the individual
to the team Who excels at one
the questions above
particular skill
 Motivation
What is motivation ?
 Motivation is what makes people do things.
 Motivation is what makes people put real effort
and energy into what they do
A simple Definition
“ Getting people to do willingly and work those things which
have to be done”

Motivation comes through a combination of many factors

such as
- Leadership
- Individuals working environment
Supervisors can provide team members with the most
important motivating factors

 Recognition
 Responsibility
 Work that is challenging

Signs of motivation are :

 High Performance
 Consistent achievement of results
The requisite energy, enthusiasm and determination
to succeed
 Willingness to accept responsibility
 Motivation cont…
The greatest motivation comes from a person’s belief
system.
That means he need to believe in what he does and accept
responsibility.
 When people accept responsibility, for their behavior and
actions, their attitude towards life becomes positive.
 They become more productive personally and
professionally.
 Their relationship improves both at home and at work. Life
becomes more meaningful and fulfilled.
After a person’s basic needs are fulfilled, emotional needs
become a bigger motivator.
Every behavior comes out of the ‘pain or gain’ principle.

Gain > Pain - Motivator

Gain can be
tangible – such as Monetary rewards,
vacations, gifts.

Intangible – Recognitions, appreciations sense of

achievement, promotions, growth, sense of fulfillment,
accomplishment & belief.
Motivation is something that encourages action or feelings.
Motivation is powerful.
It can persuade, convince and propel you into action.
In other words, it can be defined as motive for actions.

•Motivation is the driving force in our lives.

• It comes from a desire to succeed.
•Without success there is no pride in our life, no enjoyment or
excitement at work.

Motivation is classified into

-- External
-- Internal
External
 Comes from outside such as many, society, appreciations,
recognition or fear
Examples are fear of getting sparked by family or fear of
getting fired at work

Fear motivators - advantages

 It gets the job done quickly

 It is instantaneous
 It presents loss by meeting deadlines
 In short the persons perform may improve
 External motivation can also take the form of incentives,
bonuses, commissions and recognition

Remember
We are all motivated – Either positive or negative
Different things motivate different people
Internal
Inner gratification – It is a feeling of accomplishment
rather than just achieving a good.
Internal motivation is lasting because it comes from
within & translates into self motivation.
 Motivation needs to be identified and constantly
strengthened to succeed.
Keep you goals in front of you and read them morning
and evening.
The two most important motivating factors are
-- Recognition
-- Responsibility
 What is the greatest motivation?

-- Is it money ?
-- Recognition ?
-- Improvement in our quality of life ?
-- Acceptance by those we love ?

Experience has shown that the

-- people will do a lot for money
-- More for a good leader
-- Do most for a belief
When we believe that we are responsible for our lives and
behavior, our outlook towards life changes for the better.
 Environmental
Ability X Motivation X conditions = Performance
 Maslow’s hierarchy of needs
Potential means of
fulfillment at work
Self Challenging projects,
actualization opportunities for innovation,
needs training
Important projects,
Esteem Recognition, prestigious office
Needs
needs location
Hierarchy
Belongingness Good coworkers, peers,
superiors, customers
needs
Safety needs Job security, Benefits like life
insurance, safety regulations

Physiological Basic payment, work place,

water, company cafeteria
needs
Maslow’s Hierarchy of needs

For
Self Fulfillment

For self
expression
To Belong

Security, shelter, warmth etc.

Physiological needs, hunger, thirst etc.

 Supervisor is a “Teacher” and “Trainer”
His teaching is done on the job in connection with
regular production activities

Supervisor analyzes training needs

Supervisor inducts and orients new employees
Develops understanding and substitutes for each job so
that work will go on if one is not there

Learns and follows tried and accepted methods of

instruction such as the four step method I,2,3,4

Supervisor must deal face-to-face with people on

matters often involving unpleasantness, friction and
emotion
 Supervisor is a “Teacher” and “Trainer”
Supervisor constitutes the key functionaries of our
organisation

Supervisor assigns workers to tasks, recommends

promotions

Supervisor controls and accounts for time worked

Supervisor evaluates employees

Supervisor is final and decisive and maintains record of

disciplinary actions
 Factors which
have a significant
effect on the
effectiveness of a
supervisor
Factors which have a significant effect
on the effectiveness of a supervisor
 Delegation of responsibility and authority to your
subordinates
 Work standardization and simplification.
 Accountability
 Motivation
 Effective Communication.
 grievance Handling
 Principles of good human relations at work
 Understanding others starts with understanding yourself
-Have empathy in supervision

-People like to have a feeling on significance

-- People like to be respected

-- Develop a sense of pride in his job
-- people like to express their feelings & opinions
-- People like independence
-- People like to be encouraged
-- Never stand in man’s way
-- Give credit when due
* Look for extra or unusual performance
* Tell him right way
  Let each employee know how he is getting on
- Decide what you expect of him
- Find out ways to improve

 Tell people in advance about changes that will affect them

- Tell them way if possible
- Get them to accept the change
“ Whatever made you successful”
In the past will not
make you in the future

“ If you cannot say why

You actually make your
Company a better place
You are out”
 Empty the cup
“ The greatest difficulty in the world is not for
people to accept new ideas,
but to make them forget about old ideas”

When you think in terms of people,

always remember that the whole man is your
concern.
What a supervisor
should not do?
What a supervisor should not do?
 Making dead presence in the dep't.
 Making ineffective rounds
 Making claim of high achievements
 gossip and arguments
 Promises and baseless commitments
 Appeasement to earn cheap popularity
 idle in the office or in the dep't
 Vague decisions and inconclusive decisions
 Delegating responsibility without authority
THANK YOU