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What are good supervisory skills?

I have been a supervisor for 6 years. An employee recently was repremanded and decided to resign. I am under the impression I am the one in question for my supervisor skills. I would like to know what my supervisory skills should consist of.

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HERE IS SOME USEFUL MATERIAL. REGARDS LEO LINGHAM ======================================== TO BECOME AN EFFECTIVE SUPERVISOR, YOU SHOULD LOOK AT TWO ASPECTS OF THE JOB. 1.TECHNICAL [ depends upon the department, you are working with ] 2.SUPERVISORY SOFTSKILLS [ PEOPLE MANAGEMENT SKILLS ] --------------------------------------------------------------------- FOR THE SUPERVISORY SOFTSKILLS, see if you can do some course in your own country. People Management Skills Program Subject Overview 1 Analysing the subordinate's job. What is a good job. What do you need to manage a team. Analysing the job. Developing the job profile. Developing the job specification and standards. --------------------------------------------------------- 2. Selection process. Why improve the selection process. Job requirements and qualifications. Preparation for selection. Areas of probing. Planning for the interview. Conducting the interview. Rating the evaluation. ------------------------------------------------------- 3. Setting objectives. Managing by objectives. Steps in managing by objectives. Establishing objectives. Developing measurable objectives. Written "objectives" statements. Conducting the objective setting interview. ----------------------------------------------------------- 4.Performance review and development plan. Preparing for the interview. Importance of advance planning ? know you staffs performance ? positive feedback ? managing negative feedback. Causes of performance problems. Analysing performance problems and critical incidents. Conducting the development interview. Using probing questions. Handling the fear of change. Managing conflicts. Developing and negotiating a development plan. ---------------------------------------------------------------------------------- 5.Counselling during the interviews communication skills. ------------------------------------------------------------------------------- 6.Managing by situational leadership influence. Your leadership styles. Personal and individual factors. Situational factors. Assessing the various situations. Developing and adapting appropriate styles for effectiveness. Understanding staff readiness. --------------------------------------------------------------------------- 7.Managing by exception ? techniques. -------------------------------------------------------------------- 8.After performance review meeting. Coaching for improved performance. Mentoring. -------------------------------------------------------------------- 9.Staff counselling and problem solving. ------------------------------------------------------------ 10. Managing problem employees. *Behaviours and intervention strategies. ----------------------------------------------------------------- 11. Motivating people through supporting communication. *Praise. Positive reinforcement. Continuous feedback. Empowerment ? to spark exceptional performance. Enabling ? to bring out the best. ------------------------------------------------------------ 12. Managing the change. Changes in market, methods and organisation. Resistance to change. How to initiate change. Managers' roles in change. Communication in change. ------------------------------------------------------------ 13. Managing diversity -------------------------------------------------------- 14. Assertiveness. ------------------------------------------------------------- 15. Delegation ================================== THESE ARE THE SUPERVISOR’S SKILLS/ABILITIES/COMPETENCE 1.SUPERVISING YOURSELF ? FIRST UNDERSTAND YOURSELF BEFORE YOU TRY TO UNDERSTAND OTHERS. 1. . . . Making the best use of time while on the job? 2. . . . Planning ahead so to know what you want to do? 3. . . . Organizing his/her activities so to save time and get productivity? 4. . . . Conducting oneself so that the workers respect you? 5. . . . Cooperating with other supervisors or departments? 6. Living with job pressures? 7. Honestly adapting to change? 8. Using a daily checklist of projects to be completed? 9. Being accountable for your actions? 10. Making a definite effort to grow and develop on the job? 2.SUPERVISING YOUR PEOPLE PLAN, DIRECT AND CONTROL THE EFFORTS OF OTHERS. 1.Giving workers definite assignments and productivity goals? 2.Training the workers for top performance? 3.Counseling and coaching the people? 4.The workers feeling they can approach their supervisor at any time? 5.Getting the workers to accept responsibility? 6. Orienting new employees properly? 7. Controlling tardiness? 8. Getting the workers to develop good work habits? 9. Having good morale in the organization. 10. Handling the worker's complaint? 3.SUPERVISING YOUR JOB ? BE ACTION?ORIENTED ? GET THE JOB DON E I Managing by objectives? 2. Reaching your objectives ? get the job done? 3. Keeping equipment in good repair? 4. Workers producing in relation to acceptable quality standards? 5. Operating with a cost control program? 6. Supervisors doing their part to have proper housekeeping in all work areas? 7. . . . Operating within the safety /environmental regulations provided to the supervisors? 8. . . . Carrying out the directives of top management? 9. . . . The supervisors seeking out ways to improve their operation? 10 Making the total commitment to the job? LEADERSHIP INSPIRING ACTION THROUGH EXAMPLE AND POSITIVE PERSUASION. 1. Leading by example? 2. Inspiring team effort? 3. Getting the supervisors to accept the respon sibility that getting the job done lies squarely on their shoulders? 4. Treating the workers fairly? 5. Supervisors displaying self?confidence in their leadership? 6. . . . Encouraging ideas and suggestions from the workers before making a decision? 7. Supervisors knowing their job? 8. Being patient with the workers? 9. Not knowing an answer, to admit it openly, and not bluffing? 10 . . . Making a determined effort to remember names? COMMUNICATION ? EXCHANGING THOUGHTS AND IDEAS FOR MUTUAL UNDERSTANDING AND ACTION. 1. . . . Listening to the people when the occasion warrants it? 2. . . . Keeping personal problems from interfering with his/her job as a supervisor? 3. Giving clear and accurate instructions? 4. Writing a memo so it is understandable? 5. Standing in front of a group and communi­cating orally? 6. Encouraging the people to communicate to the supervisor? 7. . . The supervisor making a conscious effort to communicate with his/her boss? 8. . . . The supervisors putting their people at ease before starting to communicate with them? 9. . . . Employing empathy, or putting yourself in the other person's shoes, when communicating MOTIVATION ? GETTING PEOPLE TO DO WHAT YOU WANT THEM TO DO. 1. Being self?motivated? 2. Giving orders that get acceptance and action? 3. Motivating each worker as an individual? 4. Being positive in sayings and actions? 5. Encouraging loyalty to the organization? 6. Promoting good morale among the workers? 7. Showing appreciation for good work? 8. Appealing to a worker's pride? 9. Getting workers to produce as expected? 10. Asking workers for their opinions and suggestions? HUMAN RELATIONS ? GETTING ALONG WITH PEOPL 1.. . Taking the time to know each worker as an individual? 2. . The workers feeling that their supervisor jespects them? 3. . . . Treating and supervising men and women the same way? 4. ..Talking to people as equals? 5. ... Communicating to a worker what he/she is expected to do on the job? 6. . . . The workers knowing where they stand at all times? 7. . . . Keeping supervisors from manipulating their workers? 8. . . . Controlling personality clashes so they do not affect supervision? 9. Disciplining a worker when it is needed? ================================================ ==================================================== other SKILLS AND ABILITIES useful for supervisor position. Analysis Securing relevant information and identifying key issues and relationships; relating and comparing data from different sources; identifying cause/effect relationships. -------------------------------------------------------------------------------------------------------------- Judgement Committing to an action after developing alternative courses of action that are based on logical assumptions and factual information and that take resources, constraints and organisational values into consideration. ---------------------------------------------------------------------------------------------------------------- Decisiveness Making timely decisions judgements; taking actions when appropriate; committing to position ----------------------------------------------------------------------------------------------------------------. Technical/Professional Knowledge Having achieved a satisfactory level of technical and professional skills/knowledge in job?related areas; keeping abreast of current developments and trends in areas of expertise. -------------------------------------------------------------------------------------------------------------- Planning and Organising Establishing a course of action *or sequence of activities to accomplish a specific goal; planning proper assignments of people and allocating resources; communicating expectations about tasks and deadlines; developing contingency plans focusing energy and time on priority goals, requirements and problem areas. ------------------------------------------------------------------------------------------------------------ Individual Leadership Using appropriate interpersonal styles and methods to inspire and guide individuals towards goal achievement; modifying behaviour to accommodate tasks situations and individuals involved. --------------------------------------------------------------------------------------------------------------------- Teamwork/Collaboration Active participation in, and facilitation of, team effectiveness; taking actions that demonstrate consideration of the feelings and needs of others; being aware of the effect of one's behaviour on others. ----------------------------------------------------------------------------------------------------------------- Sensitivity Taking action that indicates a consideration for the feelings and needs of others; being aware of the impact of one's behaviour on others. ------------------------------------------------------------------------------------------------------------- Meeting Leadership (Facilitation) Using appropriate interpersonal styles and methods to motivate and guide a meeting toward its objectives; modifying behaviour according to tasks and individual present. ---------------------------------------------------------------------------------------------------------- Developing Organisational Talent Developing a subordinate's skills and competencies by planning effective development activities related to current and future jobs. Considering the individual's motivation, interests, current work situation, and personal circumstances. Sales Ability/Persuasiveness Gaining agreement or acceptance of an idea, plan, activity, product or service by using appropriate interpersonal styles, approaches and forms of communication. ---------------------------------------------------------------------------------------------------------------- Motivation Fit The extent to which job activities and responsibilities, the organisation's mode of operation and values, and the community in which the individual will live and work are consistent with the type of environment that provides personal satisfaction; the degree which the work itself is personally satisfying. --------------------------------------------------------------------------------------------------------------- Work Standards Setting high goals or standards of performance for self, subordinates, others, and the organisation; being dissatisfied with average performance; self imposing standards of excellence rather than having standards imposed by others. --------------------------------------------------------------------------------------------------------- Customer Service Orientation Making efforts to listen and understand customers (both internal and external); anticipating customer needs; giving high priority to customer satisfaction. --------------------------------------------------------------------------------------------------- Initiative Active attempts to influence events to achieve goals; self?starting rather than passive acceptance. Taking action to achieve goals beyond what is necessarily called for; originating action. ------------------------------------------------------------------------------------------------- Negotiation Effectively exploring alternatives and positions to reach outcomes that gain all parties'support and acceptance; compromising when appropriate. ------------------------------------------------------------------------------------------------- Maximising Performance Establishing performance goals, coaching performance, providing training, and evaluation performance. -------------------------------------------------------------------------------------------- Control Establishing procedures to monitor the results of delegations, assignments or projects taking into consideration the skills, knowledge and experience of the assigned individual and the characteristics of the assignment. -------------------------------------------------------------------------------- Delegation Allocating decision?making authority and task responsibilities to appropriate subordinates; utilising subordinates' time, skills and potential effectively. Rapport Building Creating continuing compatibility; getting along well; pro?actively developing relationships. Tolerance for Stress Maintaining stable performance under pressure and/or opposition (eg time pressure, job ambiguity); relieving stress in a way that is acceptable to the person, others and organisation. ---------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------------------------- Innovation Generating and/or recognising imaginative, creative solutions in work related situations. Adaptability Maintain effectiveness in varying environments and with different tasks, responsibilities and people. Oral Presentation Effective expression when presenting ideas or concepts to an individual or to group, when given time for preparation (includes gestures and non?verbal communication). ------------------------------------------------------------------------------------------------------------ Resilience/Tenacity Handling disappointment and/or rejection while maintaining effectiveness. Impact Creating a good impression, commanding attention and respect, showing an air of confidence. Energy Maintaining a high activity level and effective performance for an extended period of time. ====================================================================== Integrity Maintaining social, ethical, and organisational norms in conducting internal and external business activities. ------------------------------------------------------------------------------------------------------------------------ Oral Communications Expressing ideas effectively in individual and group situations (includes non­ verbal communication); adjusting language or terminology to characteristics or needs of the audience. ---------------------------------------------------------------------------------------------- I Written Communication Expressing ideas clearly in memoranda, reports, letters or other documents with appropriate organisation and structure, correct grammar and language or terminology that is adjusted to the characteristics or needs of the audience. PRESENTATION ======================================= ################################################

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