Productivity through leadership &

supervisory skill
 Relations with supervisor
 What are the improvement areas in Section Chief’s
management style?
 New Employee
What are the issues a supervisor should consider
before assigning tasks to a new employee?
Mr. Nitta and Section Chief Baba
1. Why didn’t the section chief succeed?
2. What were some of Mr. Baba’s mistakes?
3. What kinds of treatment do subordinates
expect from their managers in workplace?
Feedback

Types of feedback
 Constructive: to help develop, improve
 Inspirational: to motivate, praise, recognize
Guidelines for Effective Constructive
Feedback
• Give it directly and in a spirit of mutual trust

• Be specific, not general; use clear examples

• Focus on things the receiver can control

• Limit how much receiver gets at one time

• Give it when the receiver is most ready to accept

• Be accurate; check its validity with others as appropriate

• Separate constructive and inspirational feedback

• Confidential vs. public?

Things to Remember

A Good Supervisor:

 Treats others as you wish to be treated (or as you wish your loved ones to be
treated)

 Remembers that staff are multi-faceted human beings, with needs, interests
and lives that are important to them.

 Be honest and ethical and fair.

 Recognizes that problems are a normal part of life and approach them in an
effort to find solutions rather than place blame.
Things to Remember
A Good Supervisor:
 Establish trust and credibility

 Gives praise and recognition when it is due.

 Shows those who work for you that you too are human – laugh, share.

 Apologizes when it is called for and let them get to know you. No one
expects a supervisor to be perfect.
 Mr. Nitta and section chief Ueno

What are the difference between treatments of Mr.

Ueno and Mr. Baba and their ways of grasping facts?
Active Listening

• Listen for content

• Listen for feelings
• Respond to feelings
• Note all clues
• Reflect back
• Seek clarification, ask questions
• Build on relayed message
 Successful Supervisors Supervisors Who Fail
Are always prepared with well-thought-out plans, clearly Always react instead of thinking ahead and planning ahead
communicated goals, and the right resources in place

Stay positive, show strength when under pressure Do not understand that it is not what they can do that counts—
it is what they can get others to
accomplish that is important

Listen more than they talk and work hard to become good Supervisors without listening give orders, make demands, and
communicators keep the pressure on without considering the capacity or
feelings of the people who work for them

Establish high standards for quality and set a good example Allow problems to get them down

Take time to teach their staff what they need to know Rush in with instructions to their staff, then fail to follow up

Set reasonable and consistent standards and limits Yell and scream at staff members—and sometimes humiliate
them
 Successful Supervisors Supervisors Who Fail
Ensure safe practices and a safe workplace Slack off on quality or safety when under pressure

Seek high productivity by building a team effort and a Let their status or job title go to their head and
team spirit become too bossy

Always seek opportunities to improve acceptance Are more concerned with being liked than being
among employees respected

Treats employees fairly Give priorities to people who like them

 Managerial Skills & Competencies
Factors Competency Definitions

People Leadership
Skills Influencing: Persuades others to accept a desired point of view; gains support and
commitment from others; effects change in others’ behavior

Channeling Motivation: Encourages others to achieve desired results; creates enthusiasm and
commitment in others
Providing Direction: Provides clear direction; sets clear priorities; fosters a common vision

Facilitation: Leads meetings or group efforts; creates an environment of openness and trust;
leads groups to decisions in which all participants feel a sense of ownership.

Managing Others
Coaching and developing: Provides timely, specific, constructive feedback; gives challenging,
developmental assignments
Delegating: Effectively assigns tasks to others while maintaining responsibility for results;
considers skill level of employee and challenge level of assignment

Fostering teamwork: Clarifies workers’ roles and responsibilities; builds team cohesion and
encourages cooperation and coordination
Managing conflict: Identifies sources of conflict; uses conflict as a constructive means to
exchange ideas; keeps energy focused on desired outcomes
 Managerial Skills & Competencies
Factors Competency Definitions

Communicati Communication:
ng & Speaks clearly and expresses self well in one-on-one and group settings; conveys ideas in
terms the listener can understand
Presenting Listening:
Demonstrates attentive listening; conveys
understanding to others

Managing Maintaining Self-awareness:

Personal Maintains objectivity about own self; manages impact of self on others, and actively learns
from experience to maximize positive impact
Effectiveness Follow-up & Commitment:
Follows plans through to closure;
persists despite obstacles; keeps one’s word; builds trust and credibility
Technical and functional expertise:
Possesses current
knowledge of profession and industry; is regarded as an expert
Upholding Standards:
Consistently adheres to and upholds personal, professional and organizational values and
code of conduct
 Managerial Skills & Competencies Continue….
Competency Definitions

Planning and organizing: Develops comprehensive project plans; monitors progress

Conceptual/ against goals; assigns clear responsibilities; breaks work down into manageable portions
Thinking Skills
Analysis: Gathers relevant information; considers broad range
of issues and factors; perceives relationships among diverse
information; uses logic effectively
Decision making: Makes timely and effective decisions

Drive for Results: Drives performance for efficient execution of projects, plans and
Execution activities

Achievement Focus: Strives to reach challenging performance and career goals and
results

Time Management: Sets efficient work priorities; can work on

many tasks simultaneously; balances importance and urgency
of tasks
 APPRAISAL BIASES/ERRORS

• First Impression (primacy effect): Appraiser form an overall impression about the appraisee on the basis of some particular
characteristics identified by them.

• Halo Effect: The individual’s performance is completely appraised on the basis of a perceived positive quality, feature or
trait.

• Horn Effect: The individual’s performance is completely appraised on the basis of a negative quality or feature perceived.
“He is not formally dressed up in the office. He may be casual at work too!”.

• Central Tendency: Appraisers rate all employees as average performers. That is, it is an attitude to rate people as neither
high nor low and follow the middle path.

• Personal Biases: The way a supervisor feels about each of the individuals working under him - whether he likes or dislikes
them - as a tremendous effect on the rating of their performances. Personal Bias can stem from various sources as a result of
information obtained from colleagues, considerations of faith and thinking, social and family background and so on.

• Spillover Effect: The present performance is evaluated much on the basis of past performance. “The person who was a good
performer in distant past is assured to be okay at present also”.

• Recency Effect: Rating is influenced by the most recent behavior ignoring the commonly demonstrated behaviors during the
entire appraisal period.
 LAWS OF MOTIVATION

 You have to be motivated to motivate others. Look enthusiastic. Have a smile on your
face.

 Motivation requires a goal: one must have clear, defined goals and objectives.

 Motivation is in two stages: to motivate your people, help them to:

 set goals
 guide / show them how to achieve their goals.

 Motivation never lasts forever; just as a fully inflated balloon never stays that way
indefinitely
 Challenge motivates—make your peoples’ jobs challenging.

 Recognition for good work motivates.

17
Thank you for your valuable time