SUPERVISORY

SKILLS

SUPERVISOR
Supervisors are people who coordinate the
efforts of others and use organizational resources
to accomplish stated goals.
Supervisors report to middle managers and
directly supervise non-managerial workers.

TYPES OF GENERAL
SUPERVISORY / MANAGERIAL
SKILLS

Technical Skills
Human relations Skills
Conceptual Skills
Decision making Skills
Knowledge Skills A supervisor is
a manager at
the first level of
management.

CHARACTERISTICS OF A
SUCCESSFUL SUPERVISOR

GENERAL FUNCTIONS OF
THE SUPERVISOR

KEY SKILLS OF THE

S U P E RV I S O R
Communication
Motivating Employees
Problem Employees : Counseling &
Discipline
Managing Conflict & Change

S U P E RV I S O RY Q UA L I T I E S

Develop Passion in the

person for the work he is
doing
you need not supervise him
at all.
Real measure of leadership
quality is not what happens
in your presence but what

SUPERVISORY
QUALITIES
Earn Respect :
You be on time,
You do not talk unnecessarily
You be regular to work
You show the enthusiasm and commitment.
You do things which are respectable
You be disciplined in your actions and words.

SU PE RV ISO RY Q UA L I T IE S
Accountable : You are responsible
for the results, unless there was
deliberate disobedience of your order
or a sabotage from the workers.

SU PE RV ISO RY Q UA L I T IE S
Social Skill :
Criticize privately, praise publically.

SU PE RV ISO RY Q UA L I T IE S
Fairness. Many labour issues arise
because the workers do not feel they
have been treated fairly and equally.
Expect good work from everyone.

SU PE RV ISO RY Q UA L I T IE S
Adaptable. Be ready to manage
changes efficiently; be willing to learn

SU PE RV ISO RY Q UA L I T IE S
Be Cool and Calm; maintain selfcontrol; don't lose temper. Do not
shout; do not swear.

SU PE RV ISO RY Q UA L I T IE S
Be Approachable: Without shutting off

feedback by scolding, judging, moralizing

and give importance to their concern.
Listen to workers, managers, customers.

SU PE RV ISO RY Q UA L I T IE S
Know Their Jobs. Effective
supervisors possess thorough
knowledge of the each workers job.
Make Things Happen. When
others are intimidated or
overwhelmed, jump in front and show
it can be done

SU PE RV ISO RY Q UA L I T IE S
Committed and Responsible.
Most employees admire supervisors
who are committed to the
organization and management
policies.
Being a management rebel may
give short-term popularity, but affect
the long term effectiveness

SU PE RV ISO RY Q UA L I T IE S
Be Innovative :
Have courage to try new methods
Help others to do in a new way
Be Proactive :
Take initiative and make things
happen.
.

SU PE RV ISO RY Q UA L I T IE S
Give clear Instructions and ensure
it is understood correctly.

SU PE RV ISO RY Q UA L I T IE S
Be a good trainer
You do not do the job; train others to
learn the job, instead.
Cross train the people in different
functions.

SU PE RV ISO RY Q UA L I T IE S
Four Causes of Poor
Performance :
1) Lack of Knowledge, skill and/or
lack of instructions.
2) Lack of motivation
3) Lack of assistance to solve
problems
4) Lack of personal capability

SU PE RV ISO RY Q UA L I T IE S
Why there are trouble makers
They are bored
They want attention, so challenge
authorities.
They have not learnt to respect the
system/ organization.
They are frustrated.

SU PE RV ISO RY Q UA L I T IE S
Reprimanding the poor behavior :
Every violation should be appropriately
dealt with.
If not, it will lead to low morale,
employee turn over, low productivity.
If there is a conflict, resolve it by
attending to it immediately and not to
allow to grow and burst.

SU PE RV ISO RY Q UA L I T IE S
Corrective Options:
1) Enquiring and making comments
2) Verbal warning
3) Written warning
4) Suspension
5) Dismissal

SU PE RV ISO RY Q UA L I T IE S
Give Feed back
If a worker did not do the work
properly :
Call him and inform him your
displeasure.
Politely but firmly inform them of
the consequences of poor
performances.

Inner traits
-The
restroom
quiz
-Which stall
would you
choose?

Y O U G O IN T O A R E ST RO O M
A ND T H E R E A R E 9
U R I N A L S/C U B I C L E S, A LL
AVA IL A BL E . W HI C H O N E
WO U L D YO U C H O O SE , FR O M
L E F T T O R IG H T ?

ANALYSIS

GENTLEMEN:
THE BEHAVIOR OF MEN IN
CHOOSING URINALS IS
DI FFERE NT FROM T HAT OF
WOMEN CHOOSING
RE STROOM STAL LS,
ACCORDING TO SOME
REPORTS. WHEREAS MORE
WOM EN P REFER STALLS IN
THE MIDDLE SECTION.

MEN PREFER
URINALS TO EITHER
END OF THE LINE,( 89 ) O B V I O U S LY H O P I N G
TO DRAW AS LITTLE
ATTENTION AS
POSSIBLE.

THOSE MEN WHO

A C T U A L LY C H O O S E
URINALS IN THE
MIDDLE (4, 5, OR 6)
SEEM TO BE LESS
S E L F - C O N S C I O U S AN D
L E S S L I K E LY T O
SUCCUMB TO
EXTERNAL INFLUENCE
OR PRESSURE.

LADIES
WOMEN WHO CHOOSE
S TAL L S 1 - 3 AR E MO R E
FLEXIBLE AN D CAN ADJ UST TO
A N E W S I T U A T I O N Q U I C K L Y.
THESE WOMEN TEND TO BE
DIRECT AN D
S TR A IG H T FO RWAR D , AN D TH EY
W O U L D N O T H E S I T AT E A S
MUCH AS OTHERS WHEN
CONFRONTED WITH DECISIONMAKING.

Women who
choose stalls 46 are cautious,
moderate,
balanced.
They refrain
from going to
extremes and
generally want
to feel safe.

W OMEN W HO CHO OS E STAL L S 7 - 9

HAVE A STR ONGE R S E NSE OF ONE S'
OW N SPACE; THEY W OULD NOT
MIND GOING A LITTLE DEEPER INTO
THE CORNERS, WHERE IT'S LESS
LIKELY THAT THEY'LL BE
DISTURBED, EVEN THOUGH OTHER
WOMEN WOULD CONSIDER SUCH
POSITIONS MORE "DANGEROUS"
ONES.

THE END