Shop Supervision

According to George R. Terry, "Management is a distinct process consisting of planning, organizing, actuating
and controlling, performed to determine and accomplish stated objectives by the use of human beings and other
resources".
Characteristics of Management
1. Management is all pervasive - covers all departments, activities and employees.
2. Management is a social process - management takes place through people.
3. Management is a managerial process - involves planning, organizing, directing and unifying human efforts
for the accomplishment of given tasks.
Planning - consists of setting goals, objectives, policies, procedures, and other plans needed to achieve the
purposes of the organization.
Organizing - the supervisor defines serious job duties and group duties into distinct areas, sections, units or
teams.
Staffing - the managerial task of recruiting, orienting, and training employees.
Leading - the leading function of management involves guiding, teaching, and supervising subordinates.
Controlling - managers needs to continuously check results against goals and take any corrective actions
necessary to make sure that his area's plans remain on track.

Management Task #1: Coaching

One of the most important management tasks is coaching. They must be the persons who will show to the
employees the right direction where the organization will need to go. They are simply instructors and trainers.
Management Task #2: Planning
Planning is one of the management functions and one of the most important everyday tasks of managers. They
are the persons who plan the future of the company and think about all future activities that will need to be
accomplished from organizational members.
Management Task #3: Motivating Employees
Employees must be motivated if you want to receive the best results from their work. You can't find the person
who will work for nothing. All employees have some type of motivational factors that will lead them to make
better results. But these motivational factors are different for each employee.
Management Task #4: Organizing
Organizing is also one of the management functions aside from planning and motivating without some level of
organizing, in your company will exist chaos.
Management Task #5: Staffing
Staffing is another managerial function. Because the organizational members, or simply said people is one of the
most important resources for today's businesses this task becomes very important for managers.
Management Task #6: Controlling
Controlling is also one of the managerial functions like planning, motivating, organizing, and staffing. This task
is something that will give managers the picture for possible mistakes and fail between planning and actual
realization.
Management Task #7: Negotiating
Another important managerial task is negotiating. In the business world, there are two types of negotiations:
internal and external negotiations. Internal negotiation is when managers negotiate with the entities from inside
the businesses. External negotiation is when managers negotiate with external entities that are outside company
as suppliers, customers, and community.

A supervisor, or lead, is the job title of a lower-level management position and role that is primarily based on
authority over workers or a workplace.
Viewed from a correct perspective, the management hierarchy of an organization is
composed of three important levels: top, middle and lower.

Top Management Level - represented by the executive, a relatively high-level

member of the management family whose work is largely in the realm of decision-making and
policy-formulation.
Middle management - represented by the manager, called “The Crunch” based on his functions and
responsibilities. One of the important responsibilities of a manager is the development of people he manages.
The third level of the managerial hierarchy is represented by the supervisor. Activities involve the manager and
the supervisor in coordinating other people’s work.
Foreman - is both a subordinate in the organization and as a management representative dealing with union
organization. He is known as a first-line supervisor, others call him as section or department manager.
Working Supervisor - the working supervisor both supervises people as those under him and works along with
them.
First-line supervisor - he occupies a strategic place in the hierarchy of an organization. As manager’s
representative he is undoubtedly a vital link in the upward and downward flow of communications.
Man in the Middle - according to F.J. Roethlisberger in an article which appeared in 1945. His job differs from
that of other managers because the group he supervises is different.
Marginal Man - the marginal man concept is sociological one referring to the fact that the supervisor is left out
of, or on the margin of, the principal activities and influences which affect his department.

The Supervisor in Personnel Management

The supervisor has the responsibility to provide the training that will permit the employee to be of invaluable
asset to the company just as he is able to develop his potentials. In putting the employee on-the-job training, it is
important to take into account the following helpful guides:
• Explain why.
• Encourage the worker to participate
• Allow time for discussion
• Build confidence
• Review job performance periodically

Developing People
One important aspect of personnel management surrounds the development of people for eventual succession.
The shortage of qualified manpower for positions of responsibility is one of the greatest obstacles to the growth
and expansion of any organization. One of business’ greatest problems is the shortage of trained manpower.

Skills Required by Managers and Supervisors

Analytical Skills Interaction skills
• Planning • Direction
• Scheduling Leading Meetings Assigning work
• Measuring • Formative Feedback
• Cost Benefit Analysis Work Improvement On-the-job Training
• Problem Analysis Conflict Mediation Dealing with Complaints
• Motivational Feedback
Hiring and Promotion Performance Appraisal
Rewarding good work Discipline

Overall View of the Supervisor’s Role

• As a leader. A good supervisor merits his position on his own.
• As a coordinator. Coordination and leadership are intertwined to one another.
• As a Liaison Officer. He invariably acts as a liaison between management and the workers.
• As a Counselor. The supervisor is not only immediate boss of the employees.

Mistakes Supervisors should Avoid

1. Getting the credit of another.
2. Eavesdropping.
3. Slandering subordinates.

Why Supervisors Fail on Their Job

1. Poor personal relations with workers or with management people.
2. Individual shortcomings such as lack of initiative, emotional instability, and others.
3. Lack of understanding of management’s point of view.
4. Lack of skill in planning and organizing work
5. Inability to adjust to new and changing conditions. Some supervisors are dogmatic in their ways and
attitudes.
ATTRIBUTES FOUND IN A SUCCESSFUL LEADER
• Vision - This foresight allows the leader to set strategic goals and navigate the organization through both
opportunities and challenges ensuring that every action and decision contributes to a shared long-term
objective.
• Decisiveness - This attribute involves evaluating available information, weighing potential outcomes, and
taking decisive action that steers the organization towards its goals, all while being willing to stand by
their choices and address any consequences that arise.
• Communication Skills - This skill is essential for ensuring that instructions are understood fostering an
environment of transparency and trust, and facilitating productive dialogue that resolves conflicts and
promotes collaboration
• Integrity - Integrity in leadership is demonstrated through unwavering adherence to ethical principles and
consistency between one's words and actions.
• Empathy - Empathetic leaders have the ability to understand share the feelings of others, which enables
them to build strong, supportive relationships with their team members.
• Adaptability - This trait allows them to respond effectively to evolving circumstances and maintain
organizational momentum despite external or internal shifts.
• Resilience - This attribute involves managing stress effectively, maintaining a positive outlook, and using
adversity as an opportunity for growth and learning, which helps the organization persevere and succeed
despite difficulties.
• Inspiration - Inspirational leaders motivate and energize their teams by sharing a compelling vision,
demonstrating passion, and recognizing individual and collective achievements.
• Delegation - Effective delegation involves assigning tasks and responsibilities to team members while
providing them with the necessary authority and resources to succeed.

In a business organization, effective leadership is pivotal for steering the company toward its strategic goals and
fostering a productive work environment. A successful leader provides a clear vision and direction, inspiring and
aligning teams to work towards shared objectives.

TYPES OF LEADERSHIP
1. Autocratic Leadership: Centralized decision- making with little input from team members. It is useful
in crises but can stifle creativity.
2. Democratic Leadership: Encourages participation from all team members in decision-making. Builds
commitment and team cohesion.
3. Transformational Leadership: Focuses on inspiring and motivating employee to exceed their
expectations and achieve exceptional outcomes.
4. Transactional Leadership: Centers around routine, regimented tasks focusing on performance and
rewards.
5. Laissez-Faire Leadership: Offers minimal direction, allowing team members autonomy to make
decisions. Can be effective with highly skilled and motivated teams.
6. Servant Leadership: Prioritizes the needs of the team members and helps them grow and develop. Fosters
trust and collaboration.

QUALITIES NEEDED BY THE SUPERVISORS

1. Leadership Skills
2. Interpersonal Skills
3. Organizational Skills
4. Problem-Solving Skills
5. Patience
6. Technical Competency
7. Delegation Skills
8. Feedback and Coaching Abilities
PRESENCE OF REQUISITE SKILLS
1. Technical Skills - Proficiency in the specific area of work.
2. Analytical Skills - Ability to assess situations and make informed decisions.
3. Time Management - Prioritizing tasks to maximize productivity.
4. Conflict Resolution - Addressing and resolving disputes effectively.
5. Negotiation Skills - Reaching agreements that satisfy all parties involved.
SUPERVISORS GUIDE TO THE USE OF AUTHORITY
• Understand Your Role: Know the limits and scope of your authority.
• Be Fair and Consistent: Apply rules and make decisions impartially.
• Communicate Clearly: Ensure that expectations and instructions are understood.
• Lead by Example: Demonstrate the behavior and work ethic you expect from others.
• Seek Input: Involve team members in decision-making when appropriate.
• Be Approachable: Maintain an open-door policy for feedback and concerns.
• Use Authority Judiciously: Exercise authority in a way that builds trust rather than resentment.

GUIDE TO CREATIVE THINKING

• Encourage Curiosity: Foster a questioning attitude and explore different perspectives.
• Create a Safe Space: Allow for experimentation and the possibility of failure without negative
consequences.
• Diverse Teams: Engage people with various backgrounds and viewpoints.
• Break Routine: Change your environment or approach to stimulate new ideas.
• Use Brainstorming Techniques: Encourage free-flowing ideas and defer judgment during the
brainstorming process.
• Stay Informed: Keep up with industry trends and innovations.
• Reflect and Iterate: Regularly review and refine ideas based on feedback and new information.

The selection process begins when a department receives a formal requisition from another department for
additional or replacement personnel, prepared by the supervisor and approved by the department head.
Recruitment - the process of attracting, identifying, and selecting candidates for employment.
A standardized form used by employers to gather consistent information from candidates.
Type of Test: Aptitude Tests Personality Tests Medical Tests Skills Tests

Directing is a managerial function where supervisors guide subordinates to achieve company objectives
following top management's policies and plans.
Ralph Currier Davis defines direction as the process of interpreting and providing instructions to regulate actions
and ensure the proper execution of a plan.

DIRECTIONAL PHASE OF SUPERVISOR’S JOB

- refers to the supervisor's responsibility to provide clear guidance and ensure the execution of tasks
according to the organization’s plans and policies.
▪ Guiding and Instructing - supervisors provide detailed instructions and guidance based on the strategies
laid down by top management.
▪ Monitoring and Regulating - supervisors continuously monitor the performance of their subordinates,
ensuring that tasks are completed efficiently and in line with organizational goals.
▪ Motivation - an effective supervisor motivates their team by encouraging engagement, fostering a positive
work environment, and providing support when needed.
▪ Decision-Making - supervisors must also be decisive, making quick judgments about how best to allocate
resources, prioritize tasks, and address unforeseen issues that may arise during the execution of a plan.

DIRECTION ATTITUDE OF SUBORDINATES

- determines how effectively they respond to and act upon the instructions they receive.
▪ Responsiveness - subordinates need to be open and responsive to the instructions given by their
supervisor.
▪ Adaptability - Plans and objectives may evolve, requiring flexibility. Willing to adjust their efforts
according to new directions from their supervisor.
▪ Accountability - subordinates must take ownership of their tasks and be accountable for their
performance.
▪ Collaboration - direction often involves teamwork, and subordinates with a collaborative attitude
contribute to a more cohesive and productive work environment.

Counseling - employee counseling is defined as discussion of an emotional problem with employee with the
objective of decreasing it.
KEY FUNCTIONS IN COUNSELING
1. Advice - giving rightful advice is challenging and requires a counselor's help. Diagnosis must be made
first, as wrong diagnosis leads to wrong remedies.
2. Reassurance - counseling can provide an employee with reassurance, which is a way of bolstering his
courage to face a problem that he can face it as well as overcome it.
3. Communication - provides an important tool for counseling. Through it, the gap between the top
hierarchy of management and the rank-and –file employees is reduced, if not eliminated.
4. Release of Emotional Tension - counseling helps release emotional tension, known as emotional
catharsis, that has been bottled up for a time.
5. Clarified Thinking - another function of counseling is to help clarify the thinking of the individual who
has a problem.

SIGNS AND SYMPTOMS OF WORRIED WORKERS

• Sudden change of behavior
• Irritability
• Sudden sadness
• Too many mistakes
• Increased accidents
• Increased absenteeism
• Increased fatigue
• Excessive use of alcohol

HOW TO LISTEN TO AN EMPLOYEE

• Not argue
• Not ask probing questions
• Not give advice
• Not try to direct the conversation
• Not force answers
• Not take sides

Foreman refers to a supervisory role responsible for overseeing the work of employees, particularly in
manufacturing or production settings. The foreman is crucial in managing day-to-day operations, ensuring that
production processes run smoothly, and maintaining quality standards.

RESPONSIBILITIES OF A FOREMAN
1. Work Supervision - the foreman oversees the work of shop floor employees, making sure they follow
safety protocols, work efficiently, and meet production targets.
2. Quality Control - they are responsible for inspecting work to ensure it meets the company's quality
standards.
3. Scheduling - the foreman manages work schedules, assigns tasks, and ensures that resources and materials
are available.
4. Training and Development - they often play a role in training new employees and apprentices, helping
them understand their tasks and the company's procedures.
5. Problem-Solving - addressing any issues that arise during production, including resolving conflicts or
troubleshooting technical problems.

The principles and practices of foremanship encompass a range of management and leadership techniques
tailored to effectively oversee and guide workers in an industrial or manufacturing setting.

PRINCIPLES OF FOREMANSHIP PRACTICES OF FOREMANSHIP

1. Leadership 1. Planning and Scheduling
2. Communication 2. Monitoring Performance
3. Empowerment 3. Training and Development
4. Problem-Solving 4. Conflict Resolution
5. Safety 5. Resource Management
6. Adaptability 6. Reporting
7. Continuous Improvement 7. Motivation and Recognition
8. Compliance
Selecting and training a foreman is a critical process that significantly impacts the efficiency and effectiveness
of a production or operational environment.
When considering candidates for a foremanship role, the first and primary considerations generally include:
1. Leadership Ability
2. Technical Expertise
3. Communication Skills
4. Problem-Solving Abilities
5. Experience and Background
6. Interpersonal Skills
7. Commitment to Safety and Compliance

TRAINING CONSIDERATIONS
1. Company-Specific Procedures
2. Advanced Leadership Training
3. Technical Training
4. Safety Protocols

Supervision is essential to continuing professional development and is key to ensuring good practice and high-
quality care.
Choosing a New Supervisor
- Supervisors are responsible for leading teams, managing operations, and ensuring tasks are completed
efficiently. The process of choosing a new supervisor involves evaluating candidates on several aspects.
Choosing from the Rank Promotion
- "Choosing from the rank" refers to promoting an employee who has already been working in the
organization, rather than hiring someone from outside.

Advantages of Promoting from Within the College-trained Supervisor:

1. Familiarity with the Organization - supervisor trained within the college will already be familiar with
the institution's culture, policies, and procedures. This makes the transition smoother and faster.
2. Motivation and Morale Boost - promoting from within signals that hard work and dedication are
recognized, which can boost the morale of other staff members who see opportunities for career
advancement.
3. Reduced Training Time - the promoted individual already has a baseline understanding of the
organization, so they require less time for onboarding and orientation compared to an external hire.
4. Cost-Effective - hiring from within can reduce recruitment costs, such as advertising, interviewing, and
the long-term costs associated with turnover if the external hire doesn’t fit well.
5. Encourages Loyalty - employees promoted from within tend to have a greater sense of loyalty and
commitment, as they have an established relationship with the college.
6. Performance Track Record - the organization has the advantage of knowing the person’s work ethic,
abilities, and leadership potential before promoting them.

Disadvantages of Promoting from Within the College-trained Supervisor:

1. Limited Fresh Ideas - promoting internally may limit the influx of new perspectives or innovative ideas
that an external hire might bring.
2. Potential Bias - favoritism or bias may affect decisions, leading to the promotion of someone based on
relationships rather than merit.
3. Gaps Left Behind - promoting someone internally can create gaps in the previous role that now need to
be filled, leading to potential disruptions in operations.
4. Stagnation of Organizational Culture - when the same people are continuously promoted, the
organization may become stagnant, with little room for new approaches or challenges to the status quo.
5. Conflict with Peers - existing relationships with peers might complicate the supervisory role, especially
if former colleagues are now subordinates, leading to tension or conflict.