Supervisors Are Vital to Organizational Success

1. Supervisors Are Vital to Organizational Success © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part

2. Learning Objectives • Describe a typical organizational pyramid and identify where supervisors are positioned in most organizations. • List the five functions of management and discuss the functions supervisors are most likely to be responsible for. • Identify and briefly explain various aspects of the supervisor’s role. • List essential skills and knowledge needed for a supervisor to be successful. • Identify trends impacting businesses and briefly explain the effect on supervisors. • Discuss organizational basics, including four characteristics common to all organizations and organizational charts. • Describe how a small company or entrepreneurial venture’s organizational structure and supervisory responsibilities may be different from those of a larger organization. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 1–2

3. Supervisors and the Organizational Pyramid • Management • The process of working with and through others to achieve organizational objectives in a changing environment. • Supervisors are essential to any organization that depends on people to achieve success. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

4. Supervisors and the Organizational Pyramid (cont’d) • Legal Definition of a Supervisor: • Any individual having authority, in the interest of the employer, to hire, transfer, suspend, lay off, recall, promote, discharge, assign, reward, or discipline other employees, or responsibly to direct them, or to adjust their grievances, or effectively to recommend such action, if in connection with the foregoing the exercise of such authority is not of a merely routine or clerical nature, but requires the use of independentjudgment. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

5. Managers and Supervisors © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

6. Managers and Supervisors (cont’d) © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

7. Managers and Nonmanagers • Exempt Employees • Employees who are exempted from wage and hour laws in that they are not paid overtime. • Nonexempt Employees • Employees who are covered by wage and hour laws that require the payment of overtime. • U.S. Department of Labor • See how wage and hour laws are applied and enforced at: • http://www.dol.gov/ © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

8. Why do you think supervisors are important to organizations and their management structure? • Imagine that you work for a large retail store such as Best Buy or Home Depot and the company decides to eliminate all lower-level management positions. What do you think would be the impact on the employees and the customers? © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

9. Managerial Functions and Supervisory Roles • Managerial Functions • General administrative duties that need to be carried out in virtually all productive organizations. • Fayol’s Universal Management Functions • Planning • Organizing • Commanding • Coordinating • Controlling © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

10. Trainer Coach Planner Controller SupervisoryRoles and Responsibilities Scheduler Leader Motivator Recruiter Supervisors Play Many Roles © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

11. Communication Skills Political Skills Entrepreneurial Thinkingand Creativity Skills Delegation Skills Essential Supervisory Skills Decision-Making Skills Computer/Technology Skills Technical Skills Emotional Intelligence and Self-awareness Team-Building and Leadership Skills Administrative Skills Time Management Skills Essential Skills for Successful Supervisors © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

12. TechnologyTelecommuting, virtual offices, employee privacy GlobalizationOutsourcingOff-shoring Organizations and Supervisors Diverse WorkforceAge, gender, ethnicity, Work experience Trends Impacting Organizationsand Supervisors © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

13. Age diversity creates opportunities and challenges for supervisors. To explore this concept further, answer the following questions after visiting Duke University’s Personal Assistance Service (PAS) website at http://www.hr.duke.edu/pas/. • ■ Select the Supervisor Resources link on the left-hand column • ■ Select The Multigenerational Workplace link on the lower right • ■ Review all five parts: • What are some of the characteristics described in Part 2. Description of the four distinct work groups that apply to your generation? • How should work expectations differ for each generation (see Part 3. Work performance expectations for these different groups)? What suggestions does the PAS website have for supervisors regarding work performance expectations? © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

14. Common Characteristics of an Organization Coordination of Effort Common Goal or Purpose Division of Labor Hierarchy of Labor The Supervisor’s Organizational World © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

15. Organizational Charts • Organizational Chart • A visual display of an organization’s official positions and formal lines of authority. • Vertical Hierarchy • Another term for “chain of command.” • Horizontal Specialization • Various divisions of labor across an organization. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

16. The Entrepreneurial Venture • Characteristics of Entrepreneurial Ventures • The business owner (founder) assumes multiple supervisory roles. • There are fewer resources available. • Individuals have greater responsibility. • Communication is frequent and informal. • Feedback is immediate. • Decisions are made more quickly. • There is greater organizational flexibility. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

17. TERMS TO UNDERSTAND chain of command coach common goal controller coordination of effort delegation diversity division of labor emotional intelligence entrepreneurial venture hierarchy of authority horizontal specialization leader management managerial functions motivator off -shoring organization organizational chart outsourcing planner recruiter scheduler supervisor trainer vertical hierarchy © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.