Chapter 7: Supervision

Read the content to answer the discussion questions below.

This is a widely misunderstood term. Many people believe it applies only to people who oversee the productivity and development of entry-level workers. That's not true.) The term "supervisor" typically refers to ones immediate superior in the workplace, that is, the person whom you report directly to in the organization. For example, a middle managers supervisor typically would be a top manager. A first-line managers supervisor would be a middle manager. A workers supervisor typically would be a first-line manager. Supervisors typically are responsible for their direct reports' progress and productivity in the organization. Supervision often includes conducting basic management skills (decision making, problem solving, planning, delegation and meeting management), organizing teams, noticing the need for and designing new job roles in the group, hiring new employees, training new employees, employee performance management (setting goals, observing and giving feedback, addressing performance issues, firing employees, etc.) and ensuring conformance to personnel policies and other internal regulations.

Supervisors typically have strong working knowledge of the activities in their group, e.g., how to develop their product, carry out their service, etc. Many also use the term "supervisor" to designate the managerial position that is responsible for a major function in the organization, for example, Supervisor of Customer Service. A good supervisor places a high priority on coaching employees. Good coaching involves working with employees to establish suitable goals, action plans and timelines. The supervisor delegates and provides ongoing guidance and support to the employee as they complete their action plans. Rarely can job goals be established without considering other aspects of an employee's life, e.g., time available for training, career preferences, personal strengths and weaknesses, etc. A supervisor is sometimes confronted with walking a fine line between being a supervisor and the employee's confidant.

Usually the supervisor understands the organization and the employee's profession better than the employee. Consequently, the supervisor is in a unique position to give ongoing advice to the employee about job and career. The employee can look to the supervisor as a model for direction and development. An effective mentor-mentee relationship requires the supervisor to accept the responsibility of mentorship. A good supervisor can be a priceless addition to the career of an employee.

Often, the supervisor is the first person to tell employees about new policies and programs from management. It's not uncommon that employees are confused or frustrated by these new actions and need further clarification and support from supervisors. In the rapidly changing world of today's organizations, it can be a major challenge to present new programs to employees without their being frustrated or even cynical. The supervisor must be authentic, yet tactful. The supervisor is often responsible to represent the employee's requests and to management, along with also representing the employee's case for deserving a reward. For example, if an employee deserves a promotion, the supervisor often must justify the case for promotion to the supervisor's supervisor, as well. If the employee has a rather unique personal situation that warrants special consideration by the rest of management, the supervisor must explain this situation and how it can be handled. It's not unusual for employees to sometimes see the supervisor as part of "management" while at other times seeing the supervisor as a personal friend.

Chapter 7 - Discussion Questions:

1. Recall a situation in which you and your co-workers or fellow students were highly motivated and effective. What motivation theories help you account for this high level of motivation and effectiveness?
2. How would you describe the approach that you, yourself, would take if you were in a supervisory position?
3. What do you see as the most important characteristics of an effective supervisory relationship?