Session 2: The Supervisor

ADAPTS
Session Objectives :
At the end of the session, the participants will
be able to :
1. Illustrate the difference of supervisory
functions from rank and file.
2. Differentiate authority, responsibility, and
accountability;
3. Explain the importance of ADAPTS to a
successful transition; and
4. Demonstrate positive valuing for attitudes,
work habits and behavior related to
ADAPTS.
Opening Activity : Option 2 :
Pinpointing Differences and
Similarities.
 “Experience is not what
happens to you
But what you make of what
happens to you.”
A supervisor ADAPTS to people
and situtations

A ccountability
D iversity
A nalysis
P roactive
T eambuilder
S ynergy
Accountability
Refers to your liability or answerability as
supervisor.
You are liable and answerable for everything
that happens within your area of
responsibility.
Even if you did not do it yourself or you were
not personally present you are still
accountable.
If mistakes occur in your unit because of lack of
competence or skills of your staff, you are
still accountable because you are expected to
train your staff.
Accountability
You can of course hold employee
responsible and accountable to you.
But you cannot hold him
accountable/make him excuse, as far
as higher management is concerned.
This is the concept of command
responsibility.
 Authority is the power and
rights you are given, so you
can effectively discharge
your responsibility
Responsibility is that burden you
carry
because of your position or
function.

It includes your duties and tasks.

 Responsibility, authority and
accountability goes with your job
as a supervisor.
Diversity
You are no longer a specialist doing
highly specialized tasks.
You are expected to be a generalist with
varied responsibilities.
You are a supervisor with a twin
challenge-your “work” challenge and
your “people”
As a supervisor,
you face a twin challenge

your “work” challenge

and

your “people” challenge.

To successfully face these
challenges, you need three (3)
core management skills

1. Interpersonal skills

2. Technical Skills

3. Administrative/Management Skills
Management Level Skills Needed

Managerial/
Administrative
Top Skills
Management

Interpersonal
Middle Skills
Management

Supervisory or
Operational Management Technical
Skills
 Interpersonal

S
E
L
F
Managerial/
Technical Administrative

OHP#3A p6B
A. Interpersonal Skills
This is your “people skills” or simply your
ability to interact effectively with your
people, individually, or with the group as a
whole.
Through interpersonal skills, you are able to
better understand and relate with people.
You are sensitive to each person’s unique
needs, desires, problems, interests,
preferences and ideas.
Don’t think of your people as just a means
to achieve the goals that you want to
achieve
A. Interpersonal Skills
 Interpersonal skills help you to build
a working team who have the passion
and commitment to be their best.
 Good interpersonal relations with
your peers, with your
supervisor/manager and with top
management contribute to your
effectiveness.
 You should treat your boss and your
superior as your partners– senior
partners.
To have a good interpersonal
relationship, a person must have
3 C’s

1. Cares
-Shows confidence in employees.
-Creates an atmosphere of acceptance
and trust.
-Is compassionate and understanding.
-Is fair and objective, not vindictive.
-Is proud of, loyal to, and supportive of
employees.
-Keeps promise.
2. Communicates
 Listens actively.
 Clarifies priorities.
 Is available and approachable.
 Provides continuing and timely
feedback.
 Gives straight answers about what is
happening.
3. Challenges

Has a sense of vision – a dream that

blended with employee’s dreams
B. Technical Skills
 These are your specialized skills, which are
useful to you in understanding how various
types of jobs under you are done and why
things operate as they do.
 While your employees need these skills,
you need these skills in order to guide,
assist and coach your people in doing their
job.
 Superior technical skills can sometimes
become disadvantage for supervisors. It
might make set unrealistic standards for
their people.
C. Managerial/Administrative
Skills
 The skills involved here are the functional
abilities of a supervisor/manager: planning,
leading, organizing, controlling work in your
unit, section or division and innovating
(PLOCI).
 It also includes your skills in problem
analysis and decision making.
 Your ability to use your administrative skills
effectively is based on your knowledge
about the organization as a whole and how
the different units are related to and
depend on each other.
This means that the supervisor:
1. Understands his or her job.
2. Understands employees’ job.
3. Takes immediate action
* Does not ignore problems.
* Follows up on promises.
* Gets tough when necessary.
* Assures the next in command
knows
role and has authority to act.
All three management skills are
used in the different levels of
management.

 First line supervisors because they

work directly with technical staff need
technical and interpersonal skills
most.
 The higher a manager goes in the
management hierarchy, the more
he/she needs interpersonal skills and
administrative skills and less of the
technical skills.
Analysis
 You are no longer just a doer.
 You are expected to be a thinker.
 The quality of your decisions will depend on the quality of
your analysis.
 Analysis will help you make optimum use of your energy
and resources.
 It will lead you to creative solutions and constructive action.
 You should take time to analyze situations instead of merely
reacting to events.
 You should probe, ask question, ask why, at least 6 times
whenever things go wrong.
 In doing so, you move closer to uncovering and identifying
the core problems rather that just the symptoms.
Proactive
 Being proactive means creating and shaping the
future.
 There is a saying that : “The best way to prepare for
the future is to create the future.”
 It means taking charge and exerting your influence in
those areas where you can do something about.
 Being proactive is your ability to choose how you are
going to respond to events or situations both external
and internal environment.
 If you are proactive, you are forward-looking. You
have a clear vision of where you are going. You
anticipate events and do things ahead of time.
According to researchers and social
scientists there are three types of
organization

Proactive  Proactive

Reactive
 Reactive

 proactive
Waiting
First type is “Waiting
Organization”
 Waiting organization is characterized
by lethargy, lack of initiative and a
focus on maintaining what is or what
has been.
 People in this type feel there is no
need for change or innovation.
 They also think that all that is
required is to wait and follow
instructions.
The second type is Reactive
Organization
 This organization comes alive only when
there are problems facing the organization.
 Just like firemen, people in this
organization are busy in “putting out fires”
when they occur, but there is no attempt
to prevent these fires from occurring.
 As a result, reactive organizations often
face “recycled problems” (problems keep
on repeating themselves, since they were
not really resolved).
The second type is Reactive
Organization
 People in reactive organizations often
measure their success by the number of
problems they have solved.
 The more problems they encounter and
solve, the happier they are and the more
effective they consider themselves to be.
 The essence of effectiveness is not in
solving problems - it is in being able to get
things done and to make things happen. It
means, being able to anticipate and
prepare for what can go wrong.
The third type is Proactive
Organization
 Proactive organizations are continuously
looking for ways and means to improve the
quality of their service.
 Proactive organizations are vision-led and
characterized by innovativeness, creativity
and continuous improvement.
 Proactive organizations believe they can
shape, influence and control events and
situations.
 Proactive organizations believe they should
not only be good. They should be better.
If they are better, they should be the best.
The secret of Japanese
organizations is a battlecry.

“We cannot just be good – we have to

be best.
We should not only be the best,
compared to other organizations,
we should the best in everything we
do. We should be world-class
organization.”
Teambuilder
 You create conditions for your people to
achieve results.
 You create an environment and an
atmosphere where people are able to work
together with enthusiasm and with
creativity to achieve common goal.
 You build your teamwork thru an
environment that is open, where issues or
conflict can be dealt with in an
understanding and supportive way.
 Successful teams are strongly committed to
the task and each other.
Successful teams are
PERFORMERS.
 P - urpose
 E - xamines Norms
 R - esources are identified and judiciously used.
 F - ocused on improving
 O - pinions are expressed
 R - oles are balanced and shared
 M - istakes are treated as sources of learning
 E - nergy towards problem-solving
 R - esponsivenes
 S - urfaces conflicts
SYNERGY is the result of
Teamwork.
 In a synergistic relationship,
individuals or group work together
produce a total effect that is greater
that the sum of their separate efforts.
 “No one of us can be as effective as
all of us.”
 Synergistic relationship does not
happen by accident. It is a conscious
choice.
4 Different Energy use in
discharging one’s job:
 Physical energy is the energy expended
doing muscular work.
 Mental energy is the energy consumed in
brain work.
 Emotional energy is the energy that helps
keep a person’s physical and mental
machinery in momentum.
 Energy-of-the-spirit is the form of energy
that might be likened to electricity. It
allows people to spark one another and
create synergism.
2 Pre-requisites for the
development of synergy within a
relationship:

 Willingness – stems from the sharing

of common goals and
interdependence.

 Ability - individuals involved must

also demonstrate the skills to operate
in an empowered manner.
2 Key Abilities people must possess
to synergistically one another:

 Empowerment – You are empowered

when your ideas are genuinely considered
before the final decision is made.

 Participative Management - is a
method for managing human resources
in an environment in which employee
are respected and contributions values
and utilized.
CLOSING ACTIVITY :
Personal Reflection Log
A. To what extent LOW HIGH

- do I feel myself A ccountable 12345

- am I performing D iverse functions 12345
- an I doing A nalysis 12345
- am I being P roactive 12345
- am I a T eambuilder 12345
- am I creating S ynergy 12345

I need to be more/to do more ……

I need to lessen ……
THANK YOU