Roles & Functions of Supervisor Keys to Effective Supervision Communications Basics The Planning Process Employee Performance Leadership Skills Managing Conflicts Managing Employee Discipline Coaching Skills

1. WELCOME
EFFECTIVE SUPERVISORY SKILLS

2. MODULE 1
ROLE AND FUNCTIONS OF A SUPERVISOR

3. RECEIVE
ORDERS
SUBMIT
REPORTS
GIVE
INSTRUCTIONS
RECEIVE
REPORTS

4. RESPONSIBILITY TO MIDDLE
& TOP MANAGEMENT

5. PLANNING OF YOUR GIVEN TASK

6. WITH FELLOW EMPLOYEES
WITH STAFFS FROM OTHER DEPARTMENTS

7. ABLE TO MAINTAIN WORK DISCIPLINE
ABLE TO UPHOLD EMPLOYEES MORALE
ABLE TO EXECUTE AUTHORITY

8. PRODUCTION DECISIONS
JOB PRIORITY

9. MANAGE MATERIAL WASTE
PROPER AND EFFICIENT WORK FLOW
MANAGING UNPRODUCTIVE EMPLOYEES

10. COLLECTING AND GIVING SUGGESTIONS AND
FEEDBACK FOR PRODUCTIVITY IMPROVEMENTS

11. RESPONSIBILITY TO FELLOW
EMPLOYEES

12. THEY MUST BE OUR SAVIOURS AND NOT OUR WORST
NIGHTMARES

13. STRIVE FOR CONTINUOUS IMPROVEMENT

14. EMPLOYEES ARE ABLE TO TALK OPENLY ABOUT
PROBLEMS

15. UNITED WE STAND - DIVIDED WE FALL

16. AS A COUNSELOR
AS A MENTOR

17. RESPONSIBILITY OF EFFECTIVE SUPERVISORS
BUILDING ON YOUR STRENGTHS AND OVERCOMING
YOUR WEAKNESSES

18. 89% OF MANAGERS BELIEVE EMPLOYEES LEAVE FOR
MORE MONEY, WHILE 88% OF EMPLOYEES ACTUALLY
LEAVE FOR REASONS HAVING TO DO WITH THE JOB,
THE CULTURE, THE MANAGER OR THE WORK
ENVIRONMENT
43% OF WORKERS REPORT THAT THEY DO NOT FEEL
VALUED BY THEIR EMPLOYERS (SUPERVISORS)

19. 71% OF WORKERS RATE THEMSELVES AS EITHER “NOT
ENGAGED” OR “ACTIVELY DISENGAGED”
66% OF WORKERS DO NOT IDENTIFY WITH OR FEEL
MOTIVATED TO DRIVE THEIR EMPLOYER’S BUSINESS
GOALS AND OBJECTIVES

20. ONLY 12% OF EMPLOYEES LEAVE FOR COMPENSATION
ISSUES
THE #1 REASON EMPLOYEES LEAVE JOBS IS A POOR
RELATIONSHIP WITH THEIR IMMEDIATE SUPERVISOR
EMPLOYEE TURNOVER’S GREATEST COST IS LOST
BUSINESS AND PRODUCTIVITY!

21. MODULE 2
KEYS TO EFFECTIVE SUPERVISION

22. SUPPORT GROWTH
PROVIDE SUPPORT FOR EMPLOYEES PROFESSIONAL
DEVELOPMENT
S U P E R V I S O R

23. UNITE WITH YOUR TEAM
BE AVAILABLE AND ACCESSIBLE TO ALL EMPLOYEES
S U P E R V I S O R

24. PRAISE EMPLOYEES
PROVIDE RECOGNITION AND ENCOURAGEMENT
S U P E R V I S O R

25. EXPECT EXCELLENCE
SET HIGH BUT ACHIEVABLE EXPECTATIONS FROM
EMPLOYEES
S U P E R V I S O R

26. REQUIRE RESPONSIBILITY
HOLDING THEMSELVES RESPONSIBLE
EMPLOYEES HOLDING EACH OTHER RESPONSIBLE
S U P E R V I S O R

27. VERIFY POTENTIAL
DEVELOP AN ATMOSPHERE OF HOPE AND
CONFIDENCE
S U P E R V I S O R

28. INSTIL INDEPENDENCE
ALLOW AUTONOMY TO EMPLOYEES
S U P E R V I S O R

29. SHARE CONTINUOUSLY
ESTABLISH TWO WAY COMMUNICATION
S U P E R V I S O R

30. OPTIMISE OWNERSHIP
CREATE OPPORTUNITIES FOR EMPLOYEES TO
CONTRIBUTE
S U P E R V I S O R

31. REINFORCE RELATIONSHIP
SHARE WITH AND CARE ABOUT FELLOW EMPLOYEES
S U P E R V I S O R

32. MODULE 3
COMMUNICATION BASICS

33. KNOWLEDGE OF TECHNICAL FACTS & DETAILS OF THE
PROBLEM?
USE OF AUTHORITY?
SHOW OF SELF CONFIDENCE?

34. NOTE TAKING?
ASKING QUESTIONS?

35. MODULE 4
THE PLANNING PROCESS

36. YOUR PRODUCTION TARGET
YOUR QUALITY STANDARDS
YOUR COST & BUDGET CONTROL

37. GATHER ALL THE NECESSARY INFORMATIONS - FACTS
& FIGURES
DISCUSS WITH MANAGEMENT FOR THEIR APPROVAL

38. DAILY
WEEKLY
MONTHLY

39. PLAN
DO
CHECK
ACTION

40. MODULE 5
CONTROLLING AND IMPROVING ON
EMPLOYEES PERFORMANCE

41. GOOD MANAGEMENT PRACTICES
BENCHMARKING AGAINST GOOD INDUSTRY PRACTICES
PRACTICAL & ACHIEVABLE

42. TARGET vs ACTUAL
FOR EFFECTIVENESS - MEASURE
DAILY/WEEKLY/MONTHLY
AVOID WAITING TILL YEAR END FOR RESULTS

43. MAN
MACHINE
MATERIAL
METHOD

44. MODULE 6
ESSENTIAL LEADERSHIP SKILLS

45. DRIVER OF COMPANY MISSION ,VISION & VALUES
LEAD CHANGE
LEAD BY EXAMPLE
DEMONSTRATE CONFIDENCE

46. INSPIRE AND ENERGISE EMPLOYEES
EMPOWER EMPLOYEES
COMMUNICATE OPENLY
LISTEN, SUPPORT HELP EMPLOYEES

47. INVOLVE EVERYONE - USE TEAM APPROACH
COACH & BRING OUT THE BEST IN EMPLOYEES
ENCOURAGE GROUP DISCUSSION
MONITOR PROGRESS BUT DON’T MICROMANAGE

48. MODULE 7
MANAGING CONFLICTS AT WORKPLACE

49. COMPETITION FOR RESOURCES
DIFFERING OPINIONS
FRUSTRATION OVER DEPARTMENTAL POLICIES

50. • DIFFERING FACTS
• PEOPLE HAVE DIFFERING INFORMATION OR VIEW
POINTS CONCERNING A PARTICULAR PROBLEM

51. • DIFFERING METHODS
• PEOPLE HAVE DIFFERENT IDEAS/PREFERENCES
CONCERNING WAYS TO HANDLE A PROBLEM

52. • DIFFERING GOALS
• PEOPLE HAVE DIFFERENT GOALS FOR A SITUATION
THAT ARE IMPORTANT TO THEM, WHICH MAY LEAD
TO A PROBLEM

53. • DIFFERING VALUES
• PEOPLE HAVE DIFFERENT VALUES AND/OR
SENSES OF JUSTICE WHICH CAN LEAD TO A
PROBLEM

54. • COLLABORATION
• INVOLVES BOTH PARTIES WORKING TOWARDS A
MUTUAL GOAL, WITH EQUAL INVESTMENT AND
EQUAL ENERGY. THIS IS TYPICALLY LOOKED AT AS
A “WIN-WIN” SITUATION.

55. • COMPROMISE
• MEANS THAT ONE OR BOTH OF YOU HAVE
ADJUSTED YOUR STANDARDS AND EXPECTATIONS
FOR THIS ISSUE.

56. • COMPETITION
• IN INTERPERSONAL CONFLICTS OCCURS WHEN
PEOPLE’S INTERESTS ARE AT ODDS WITH ONE
ANOTHER, AND ONE OR BOTH PARTIES TRY TO
GET THE UPPER HAND. THIS STRATEGY LEAVES
SOMEONE FEELING LIKE THE LOSER

57. • ACCOMMODATION
• IS WHEN YOU PLACE THE INTEREST OF THE
OTHER PARTY AHEAD OF YOUR OWN AS A “GOOD
WILL GESTURE.”

58. • AVOIDANCE
• IS WHEN BOTH PARTIES LOOSE. NOTHING GETS
DISCUSSED, SO NOTHING GETS RESOLVED.

59. MODULE 8
MANAGING EMPLOYEES DISCIPLINE

60. STEP 1 - VERBAL WARNING @ MINOR OFFENCES
STEP 2 - WRITTEN WARNING @ REPETITION OF MINOR
OFFENCES
STEP 3 - FINAL WRITTEN WARNING - BLATANTLY
REPEATS MINOR OFFENCES

61. STEP 4 - SUSPENSION @ SERIOUS & MAJOR OFFENCES
STEP 5 - DOMESTIC INQUIRY @ TERMINATION IF FOUND
GUILTY

62. MODULE 9
MOTIVATING AND GUIDING YOUR TEAM
THROUGH COACHING

63. DON’T TELL THE EMPLOYEE WHAT TO DO, INSTEAD ASK
POWERFUL QUESTIONS.
THIS ALLOWS THE EMPLOYEE TO CREATE THEIR OWN
SOLUTIONS.
WHEN THEY GO THROUGH THE THOUGHT PROCESS TO
GET TO RESOLUTION, THEY ARE MUCH MORE BOUGHT-IN
— IT’S THEIR IDEA!

64. MINIMISE FAULT FINDING
NEVER BERATE THE EMPLOYEE
MAKE IT A LEARNING PROCESS

65. SUPERVISORS ARE ACCOUNTABLE
EMPLOYEES ARE RESPONSIBLE
KEEPS EMPLOYEES FOCUSED ON ACHIEVING GOALS

66. FORMAL
PRE WORK BRIEFINGS
REGULAR MEETINGS
INFORMAL
ON JOB MOMENTS

67. ADVANTAGES OF COACHING
EMPLOYEES

68. PERFORMANCE OF INDIVIDUAL EMPLOYEE IMPROVES
THE TEAM’S PERFORMANCE IMPROVES
PERFORMANCE BECOMES CULTURE OF THE COMPANY

69. INTERNAL COMMUNICATION IMPROVES
POSITIVE CHANGES ARE ACCEPTED AND
IMPLEMENTED

70. APPLIED KNOWLEDGE IS POWER
THANK YOU