CH 11: Supervisor as Manager

Supervisor as Manager

Supervisor is anyone who manages people who make products and/or perform services
Responsbilities:
- Output of people supervised
- Quality and quantity of the products and services
- Meetings needs of employees: production, motivation, stimulation

Types of Supervisors & Employees

First Line Supervisior: manages hourly employees, focus on supervision. example: Sous Chef
Working Supervisor: performs tasks of hourly employees; focus on work, rather than workers. example: lead cook, kitchen manager
Nonexempt Employee: covered by federal/state wage and hour laws. Hourly, guaranteed minimum wage and overtime (after 40 hours in FL).
Exempt Employee: Not covered by federal/state wage laws. Spend 50%+ of their time managing 2+ employees. Under Federal law they are paid $1000 or more per month (depending on state).

An Organization Chart

Used to show departments in an organization, may also include:
- Staff Functions (advisor/managers)
- Line Functions (associates directly involved)
- Lines of Authority (power to make decisions)
- Lines of Responsibilities (obligations to carry out)

Obligations and Responsibilities of Supervisors

Supervisor in the ‘middle’, their obligations are to the owners, employees and the customers

Owners: make enterprise profitable, oversee and follow their systems (leave it alone as long as its legal and moral)
Customers: treat them well and they will come back. Repeated business = continued profit
Employees: if you want production, you must provide your employees with a work climate of:

Acceptance
Approval
Open communication
Fairness
Belonging
Poor work climate = high turn over, low profits, poor quality control and fewer customers

Boomerang Management

Occurs when manager revers from management point of view to worker point of view. A result of being “lonely on the sideline”. Acting like an hourly employee makes it hard to act like a manager.

Functions of Management Theory

Planning (forecasting)
Organzing
Staffing
Leading
Controlling and Evaluating
Coordination
Problem Solving
Representing
This theory is useful in a crisis but must be adapted to the situation at hand; known as the flex style of management.

Types of Management Theories

Scientific Management (pg 261, Frederick Taylor)

Emphasizes the increase of productivity in factories

standardization of work procedures and methods

careful selection of people

complete and constant supervision

incentive pay

In addition to this theory, Frank Gilbreath added the idea of Work Simplification

Human Relations Theory (p. 265) Hawthorne Electric Co

Focus shifted from work to people

emphasized the importance of workers as individuals

Theory was Happy Employees = Productivity (unfortunately not always the case)

Participative Management (p. 266)

employees participate in decisions that concern them

Employees become more objective and share concerns and objectives of management

"Management by Communication"

Humanistic Management (p.267)

Combination of Scientific, human relations and participative management theories

adapted to the needs of the situation, workers and supervisors

Managerial Skills (p.269)

Technical Skills:

Ability to know and carry out the tasks of the people you supervise

Human Skills:

Ability to handle the people you supervise. Includes:

attitude

sensitivity

self awareness

Sensitive to worker's personal needs and ability to adjust to the situation (flex style of management)

Conceptual Skills (p.271)

Ability to see the big picture and not get overwhelmed by minute details

Personal Skills and Qualities

Self Management

strong self image

believe in employees

flexibility and creativity

high energy levels

able to work under pressure

willingness to learn from people you supervise

Two types of Thinkers

Opportunity Thinkers

when faced with a challenge they concentrate on constructive ways to deal with circumstances

Obstacle Thinkers

When faced with a challenge, they focus on why the situation is impossible

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