01

The New
Supvervisor
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Supervisory positions have their origins from the need to delegate authority and
responsibility. The kind and degree of delegation will vary from one job to another
on the same level of authority. Some supervisors will delegate a lot of authority
and responsibility to their subordinates while other supervisors will delegate little -
and less to assistants than to other assistants. Some supervisors will delegate only
routine activities and keep for themselves the more difficult ones and the ones they
like to perform.

There are other factors than the expectations of the boss that shape the content of the
job of his assistants: What technical staff assistants is there? How right are the
procedures? How much initiative and judgment are involved in the work? What
special activities are needed to handle the group?
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Choosing a New Supervisor

Choosing a new supervisor is not an easy task. There are a number of factors that no
management can afford to ignore. Indeed, many of these factors can bring attendant
problems to the company which could adversely affect the morale and attitude of
workers and employees in the organization. Rightly made, the selection of a new
supervisor can on the other side of the coin bring about healthy relation- ships
between management and the rank-and-file employees and thus result in closer
cooperation between them.

Developing supervisors is primarily a responsibility of line rather than staff, but if the
line is responsible for an extensive supervisory program, then the personnel
department can help in a number of ways.
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(1) In the selection of candidates - it can bring to his attention people from other
sections and departments and even those within his own department that he may
have missed. It can furnish the results of tests administered to applicants. Working
together, the line and personnel departments can uncover hidden talents, and the
line super- visor can escape charges of favoritism.

(2) The personnel department can design and conduct supervisory training courses
and orientation whereby actual and potential supervisors are trained in seeing the
relations between production, marketing, engineering, personnel and other
departments - trained to consider the broader picture in their thinking and their
decision-mak- ing.
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(3) The personnel department can handle job rotation whereby candidates from
higher positions spend time working in various departments, particularly switching
from line to staff jobs so that they can work more cooperatively later on when they
are promoted.

(4) The personnel department can suggest education and other self-improvement
programs for people being groomed for supervisory position.

(5) Taking the time and effort to train supervisors pay off to both line department and
personnel department because it cuts down the work of handling grievances,
turnovers, and absenteeism, and on the positive side builds morale and productivity.
 Choosing from the Rank
06

Choosing worker from the rank-and- file and promoting him to the position of first-level
supervisor is complicated by the essential difference between rank-and-file jobs and managerial
jobs. The rank-and-file worker is producing something tangible; the quality and quantity of his
work can be measured more or less accurately. His dependability, attitude, initiative,
cooperative- ness, and some other characteristics can be appreciated to some degree through
employee evaluation.

But there are few ways of determining his ability to get work done through others. In a rank-
and-file job he has not been called upon to use supervisory skills. Perhaps he has had some
experience as a lead man, but this is very limited indication of supervisory ability. He may be
pretty well equipped with technical knowledge and skills in the processes and methods of the
work being done. His deficiencies are apt to be in the area of human relations and management
skills of planning, organizing, and decision-making.
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He can be given tests for measuring judgment, personality, inter- ests, aptitudes,
and general mental ability. Tests are more useful when great numbers of people are
being evaluated to a job on which the test has been measured statistically.

Even then it does not predict individual success. it merely predict that, of the people
scoring above a certain point, a greater number will be successful than among the
group scoring below that point.
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Promotions
Not everyone in the organization is eager to become the big boss. Some want to stay
put; some want to advance part way; some want to get to the top. Many employees are
reluctant to face the risks that accompany advancement and with the assumption of
authority and responsibility.

They may be top-notch performers right where they are, and that is where they feel
comfortable. They will take their advancement in the form of wage increases and
service pins.
Thank you!
for listening to my report