Instructor’s Resource Manual
for Supervision Today!
Susie Faries
Supervision Today!
9e
Stephen Robbins
David DeCenzo
Robert Wolter
** Immediate Download
** Swift Response
** All Chapters included
, PART ONE: DEFINING SUPERVISION AND SUPERVISORY
CHALLENGES
Chapters 1–2
Part 1 introduces the world of work and the functions of a supervisor. Emphasis in this section is
placed on supervisory roles and the skills needed to be successful in today’s ever-changing work
environment. Supervisory positions are also being influenced by a number of environmental
factors. What these factors are, and how they affect the supervisory function, are discussed.
• Chapter 1 Supervision Fundamentals
• Chapter 2 Supervision Challenges
CHAPTER 1
SUPERVISION FUNDAMENTALS
CHAPTER OUTCOMES AND LEARNING OBJECTIVES
Objective 1-1. Explain the difference among supervisors, middle managers, and top
management.
Objective 1-2. Define supervisor.
Objective 1-3. Identify the four functions in the management process.
Objective 1-4. Explain why the supervisor’s role is considered ambiguous.
Objective 1-5. Describe the four essential supervisory competencies.
Objective 1-6. Identify the elements that are necessary to be successful as a supervisor.
Objective 1-7. Identify the value of studying supervision.
ORGANIZATIONS AND THEIR LEVELS
What Common Characteristics Do All Organizations Have?
What Are the Organizational Levels?
THE MANAGEMENT PROCESS
What Is Management?
What Are the Four Management Functions?
Do Management Functions Differ by Organizational Levels?
CHANGING EXPECTATIONS OF SUPERVISORS
What Roles Do Supervisors Play?
Are Supervisors More Important in Today’s Organizations?
Is Sustainability Important to a Supervisor?
Does a Supervisor Need to Be a Coach?
TRANSITION FROM EMPLOYEE TO SUPERVISOR
Where Do Supervisors Come From?
Is the Transition to Supervisor Difficult?
Do You Really Want to Be a Supervisor?
SUPERVISOR COMPETENCIES
, What Is Technical Competence?
How Do Interpersonal Competencies Help?
What Is Conceptual Competence?
Why Must One Have Political Competence?
How Do Competencies Shift by Managerial Level?
FROM CONCEPTS TO SKILLS
What Is a Skill?
What Else Is Critical for Me to Know about Supervising?
WHY STUDY SUPERVISION?
COMPREHENSION: REVIEW AND DISCUSSION QUESTIONS
SOLUTIONS TO REVIEW AND DISCUSSION QUESTIONS
DEVELOPING YOUR SUPERVISORY SKILLS:
— GETTING TO KNOW YOURSELF SELF-ASSESSMENT LIBRARY 3.4
EXERCISES
— BUILDING A TEAM
— MENTORING OTHERS
— COMMUNICATING EFFECTIVELY
— SUGGESTED ANSWERS TO THINKING CRITICALLY CASE STUDIES
CHAPTER 1
SUPERVISION FUNDAMENTALS
Responding to a Supervisory Dilemma: Organizations are changing and the traditional
organizational structure is still evident, but some organizations are changing the traditional
structure. Google uses a cross-functional organizational structure that is more of a team approach
to management and is structured horizontally. Maintaining a small-company feel and providing
customizable employee benefit programs are important parts of Google’s success.
ORGANIZATIONS AND THEIR LEVELS
OBJECTIVE 1-1. Explain the difference among supervisors, middle managers, and top
management.
OBJECTIVE 1-2. Define supervisor.
Organization: A systematic grouping of people brought together to accomplish some specific
purpose.
• Examples
—Your college or university
—Sororities and fraternities
—Charities
—Retailers and wholesalers
, —Sports teams
What Common Characteristics Do All Organizations Have?
• Purpose
—Typically expressed in terms of a goal or goals
• People
—It takes people to establish the purpose and to make the goal a reality
• Systematic structure
—Defines roles of members, and sets limits on their work behavior
Notes: _______________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
What Are the Organizational Levels?
See: Exhibit 1-1: Levels in the traditional organizational pyramid.
• Top management
—A group of people responsible for establishing an organization’s overall objectives and
developing the policies to achieve those objectives
• Middle managers
—All employees below the top-management level who manage other managers;
responsible for establishing and meeting specific departmental or unit goals set by top
management
• Supervisors
—Part of an organization’s management team; supervisors oversee the work of operative
employees and are the only managers who don’t manage other managers
—May also be referred to as first-level managers
• Operative employees
—Employees who physically produce an organization’s goods and services by working
on specific tasks
• Supervisor defined by Taft-Hartley Act (Labor-Management Relations Act, 1947)
—Specifically excluded supervisors from the definition of employee
—A supervisor is any person who can “…hire, suspend, transfer, lay off, recall, promote,
discharge, assign, reward, or discipline other employees while using independent
judgment”
Notes: _______________________________________________________________________
_____________________________________________________________________________
for Supervision Today!
Susie Faries
Supervision Today!
9e
Stephen Robbins
David DeCenzo
Robert Wolter
** Immediate Download
** Swift Response
** All Chapters included
, PART ONE: DEFINING SUPERVISION AND SUPERVISORY
CHALLENGES
Chapters 1–2
Part 1 introduces the world of work and the functions of a supervisor. Emphasis in this section is
placed on supervisory roles and the skills needed to be successful in today’s ever-changing work
environment. Supervisory positions are also being influenced by a number of environmental
factors. What these factors are, and how they affect the supervisory function, are discussed.
• Chapter 1 Supervision Fundamentals
• Chapter 2 Supervision Challenges
CHAPTER 1
SUPERVISION FUNDAMENTALS
CHAPTER OUTCOMES AND LEARNING OBJECTIVES
Objective 1-1. Explain the difference among supervisors, middle managers, and top
management.
Objective 1-2. Define supervisor.
Objective 1-3. Identify the four functions in the management process.
Objective 1-4. Explain why the supervisor’s role is considered ambiguous.
Objective 1-5. Describe the four essential supervisory competencies.
Objective 1-6. Identify the elements that are necessary to be successful as a supervisor.
Objective 1-7. Identify the value of studying supervision.
ORGANIZATIONS AND THEIR LEVELS
What Common Characteristics Do All Organizations Have?
What Are the Organizational Levels?
THE MANAGEMENT PROCESS
What Is Management?
What Are the Four Management Functions?
Do Management Functions Differ by Organizational Levels?
CHANGING EXPECTATIONS OF SUPERVISORS
What Roles Do Supervisors Play?
Are Supervisors More Important in Today’s Organizations?
Is Sustainability Important to a Supervisor?
Does a Supervisor Need to Be a Coach?
TRANSITION FROM EMPLOYEE TO SUPERVISOR
Where Do Supervisors Come From?
Is the Transition to Supervisor Difficult?
Do You Really Want to Be a Supervisor?
SUPERVISOR COMPETENCIES
, What Is Technical Competence?
How Do Interpersonal Competencies Help?
What Is Conceptual Competence?
Why Must One Have Political Competence?
How Do Competencies Shift by Managerial Level?
FROM CONCEPTS TO SKILLS
What Is a Skill?
What Else Is Critical for Me to Know about Supervising?
WHY STUDY SUPERVISION?
COMPREHENSION: REVIEW AND DISCUSSION QUESTIONS
SOLUTIONS TO REVIEW AND DISCUSSION QUESTIONS
DEVELOPING YOUR SUPERVISORY SKILLS:
— GETTING TO KNOW YOURSELF SELF-ASSESSMENT LIBRARY 3.4
EXERCISES
— BUILDING A TEAM
— MENTORING OTHERS
— COMMUNICATING EFFECTIVELY
— SUGGESTED ANSWERS TO THINKING CRITICALLY CASE STUDIES
CHAPTER 1
SUPERVISION FUNDAMENTALS
Responding to a Supervisory Dilemma: Organizations are changing and the traditional
organizational structure is still evident, but some organizations are changing the traditional
structure. Google uses a cross-functional organizational structure that is more of a team approach
to management and is structured horizontally. Maintaining a small-company feel and providing
customizable employee benefit programs are important parts of Google’s success.
ORGANIZATIONS AND THEIR LEVELS
OBJECTIVE 1-1. Explain the difference among supervisors, middle managers, and top
management.
OBJECTIVE 1-2. Define supervisor.
Organization: A systematic grouping of people brought together to accomplish some specific
purpose.
• Examples
—Your college or university
—Sororities and fraternities
—Charities
—Retailers and wholesalers
, —Sports teams
What Common Characteristics Do All Organizations Have?
• Purpose
—Typically expressed in terms of a goal or goals
• People
—It takes people to establish the purpose and to make the goal a reality
• Systematic structure
—Defines roles of members, and sets limits on their work behavior
Notes: _______________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
What Are the Organizational Levels?
See: Exhibit 1-1: Levels in the traditional organizational pyramid.
• Top management
—A group of people responsible for establishing an organization’s overall objectives and
developing the policies to achieve those objectives
• Middle managers
—All employees below the top-management level who manage other managers;
responsible for establishing and meeting specific departmental or unit goals set by top
management
• Supervisors
—Part of an organization’s management team; supervisors oversee the work of operative
employees and are the only managers who don’t manage other managers
—May also be referred to as first-level managers
• Operative employees
—Employees who physically produce an organization’s goods and services by working
on specific tasks
• Supervisor defined by Taft-Hartley Act (Labor-Management Relations Act, 1947)
—Specifically excluded supervisors from the definition of employee
—A supervisor is any person who can “…hire, suspend, transfer, lay off, recall, promote,
discharge, assign, reward, or discipline other employees while using independent
judgment”
Notes: _______________________________________________________________________
_____________________________________________________________________________
