Supervisory Management Roles and Challenges

1. Chapter 2 Supervisory Management Roles and Challenges “Work is a means of living, it is not life itself.” -Mahatma Ghandi

2. Roles Managers Play • Interpersonal Roles • Figurehead • Leader • Liaison • Informational roles • Monitor • Disseminator • Spokesperson • Decision-making roles • Entrepreneur • Disturbance handler • Resource allocator • Negotiator Chapter 2

3. Management Process Chapter 2

4. Management Process • Planning • setting goals • Organizing • lining up resources, dividing work into jobs • Staffing • getting the right people in the right job • Leading • motivation and leadership • Controlling • measure results, compare with expectations, take any corrective action Chapter 2

5. The Purpose of Management • The purpose of management is to convert resources into a useful end result. • Product • Service • Ensure the Benefit > the Cost Chapter 2

6. Management Principles • Division of work into specific jobs or tasks • Managers have right to give orders and responsibility to get the work done right • (give the right orders and instructions) • Managers are responsible for morale, & should be true to their word • Unity of Command • every one has just one boss • Unity of direction - one master plan Chapter 2

7. Management Principles • Personal interests should come after organizations • Pay and rewards should reflect a person’s contribution • Instructions should flow down the Chain of Command • Equity • employees treated equally and fairly • Encourage initiative Chapter 2

8. Management Schools • Systematic or engineering approach • Quantitative/Systems approach • Human Relations approach Chapter 2

9. Systematic or Engineering Approach • Assembly line • Use facts & analysis to create an order to performing tasks • start at beginning & work to the end Chapter 2

10. Quantitative Approach • Use numbers and statistics to develop system • Build all of 1 part before you start assembling any flex work schedule to maximize daily output Chapter 2

11. Human Relations Approach • Use methods to minimize conflicts • Use proper motivations and the work will get done • Note: clear up technical problems first Chapter 2

12. Example:Building Houses • Systematic • Build houses one at a time from the ground up • Quantitative • Perform the same step at each house at the same time • Human Relations • Adjust tasks based on weather, etc. Chapter 2

13. Contingency Approach • Choose one of the 3 methods, which best fit current conditions • When using contingency approach: • First, try method that fits your personality • Double-check to make sure a different approach isn’t better Chapter 2

14. Japanese Approach • Consensus building among teams with managers and employees • Remember: you are part of a system or team • Each element is dependent on the others • Change in one part affects others Chapter 2

15. Power and Influence • How you get to use authority • Responsibility • things you’re accountable for • Authority • power to carry out responsibility. Chapter 2

16. Types of Power • Position power • comes from a person’s organization position • Personal power • emanates from supervisor’s relationships with other people Chapter 2

17. Position Power • Legitimate • Power from their status, even if they are not your superior • Reward • Coercive • Information • Power of info from position and other sources Chapter 2

18. Personal Power • Persuasive/rational power • Referent power • do it because you like me • Expert power • Charismatic power • there’s just something about that person… Chapter 2

19. Skills Needed for a Supervisor • Technical skills • Human relations skills • Administrative skills • Conceptual skills • Political skills • Emotional intelligence Chapter 2

20. Acquiring Skills • Managerial skills can be learned and developed with: • Time • Effort • Determination • Proper tools • Practice Chapter 2

21. Manager vs. Leader The Manager • Does things right • Relies on control • Focuses on systems and structures • Administers • Asks when and how • Accepts the status quo The Leader • Does the right thing • Inspires trust • Focuses on people • Innovates • Asks what and why • Challenges the status quo Chapter 2

22. Unions • Legally recognized organizations that exists for the purpose of representing a group or “bargaining unit” of employees and that negotiates and administers a labor agreement with an employer Chapter 2

23. Employees join unions because: • Collective bargaining • Sometimes, membership is required • Affiliation • The need to belong or be a part of something Chapter 2

24. Labor Agreement • The negotiated document between the union and the employer that covers terms and conditions of employment for represented employees Chapter 2

25. Union Labor Agreement Parts: • Wages • Benefits • Working conditions • Hours of work • Overtime • Holidays • Vacations • Leaves of absence • Seniority • Grievances Chapter 2

26. Closed Shop • Union membership required to be hired • Is illegal in the U.S. Chapter 2

27. Union Shop • New employees must join soon • Is legal in the U.S. Chapter 2

28. Right To Work States • States have right to outlaw union shops • 23 states are “right to work” • Virginia is a Right to Work state Chapter 2

29. Shop Steward • Full-time employee who is elected or appointed to represent employees at the departmental level, particularly in processing grievances Chapter 2

30. Normal Grievance: • Union employee tells union representative, who discusses it with management according to union contract. Chapter 2

31. Union Grievance • A union member can complain directly to management if the issue is not in the union contract. • A union rep is allowed to attend Chapter 2

32. Supervisor’s Job • Unions make supervisor’s job more difficult • You must consider group position when dealing with individuals • This has improved supervision fairness Chapter 2

33. Supervisor’s Responsibilities: • Meet your goals • Help your people • Get along with union • Don’t be surprised or jealous if employees are loyal to the union as wellas to supervisor Chapter 2

34. Supervisors and Labor Unions • Supervisors are agents of the management • Supervisors represent the policies of company • Management is responsible for supervisor’s actions Chapter 2

35. Working With Unions • If you work with a union, work to get along with the union, but your responsibility is to management. • Individual workers is more important than the union Chapter 2

36. Union Agreements • You must deal with contract stipulations and union representatives without surrendering your authority • You are the supervisor! Chapter 2

37. To Avoid Having Unions Enter: • Good, comparable wages and benefits • Satisfactory personal facilities • Stable employment pattern • Good communication from supervisor • Training and opportunities for advancement • Participative approach to management • Fair, formal complaint procedure Chapter 2

38. Other Labor Laws – from Taft-Hartley Act • 60 day notice to terminate contract • Both labor & management may sue for damages caused by breach of contract • Guards can unionize, but in a different union • Freedom of speech, except to utter threats of reprisal, threats of force Chapter 2

39. Kids 14-16 • Restricted to non-manufacturing & non-mining jobs Chapter 2

40. Kids 16-18 • Not permitted to do dangerous jobs • Except agriculture Chapter 2

41. Wages • Must pay minimum wage • Overtime over 40 hours • Professionals are exempt from overtime • Salary Chapter 2