Supervision Today!

6th Edition

Stephen P. Robbins
David A. DeCenzo
Robert Wolter
 Chapter 1

SUPERVISION DEFINITIONS
 Chapter Outcomes
 Explain the difference among supervisors, middle
managers, and top management.
 Define supervisor.
 Identify the four functions in the management
process.
 Explain why the supervisor’s role is considered
ambiguous.
 Describe the four essential supervisory competencies.
 Identify the elements that are necessary to be
successful as a supervisor.

Supervision Today! 6th Edition © 2010 Pearson Higher Education,

Robbins, DeCenzo, Wolter Upper Saddle River, NJ 07458. • All Rights Reserved.
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 EXHIBIT 1–1

Levels in the traditional organizational pyramid.

Supervision Today! 6th Edition © 2010 Pearson Higher Education,

Robbins, DeCenzo, Wolter Upper Saddle River, NJ 07458. • All Rights Reserved.
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 Supervisors can be called…
 Assistant manager
 Department head
 Head coach
 Team leader
 Shift leader/captain
 Foreman

Supervision Today! 6th Edition © 2010 Pearson Higher Education,

Robbins, DeCenzo, Wolter Upper Saddle River, NJ 07458. • All Rights Reserved.
5
 EXHIBIT 1–2
Efficiency versus effectiveness.

Supervision Today! 6th Edition © 2010 Pearson Higher Education,

Robbins, DeCenzo, Wolter Upper Saddle River, NJ 07458. • All Rights Reserved.
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 EXHIBIT 1–3
Management functions.

Supervision Today! 6th Edition © 2010 Pearson Higher Education,

Robbins, DeCenzo, Wolter Upper Saddle River, NJ 07458. • All Rights Reserved.
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 Traditional role
 Overseer
 Disciplinarian
 Enforcer of policy
 “Do as I say, not as I do” mentality

Supervision Today! 6th Edition © 2010 Pearson Higher Education,

Robbins, DeCenzo, Wolter Upper Saddle River, NJ 07458. • All Rights Reserved.
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 Today’s role

 Trainer
 Adviser
 Mentor
 Facilitator
 Coach

Supervision Today! 6th Edition © 2010 Pearson Higher Education,

Robbins, DeCenzo, Wolter Upper Saddle River, NJ 07458. • All Rights Reserved.
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 More roles

 Key person
 Person in the middle
 Just another worker
 Behavioral specialist

Supervision Today! 6th Edition © 2010 Pearson Higher Education,

Robbins, DeCenzo, Wolter Upper Saddle River, NJ 07458. • All Rights Reserved.
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 Why promote from within?

 Know the operation

 Understand the organization
 Know the employees
 Have prior experience on which to make
decisions
 Employee motivator

Supervision Today! 6th Edition © 2010 Pearson Higher Education,

Robbins, DeCenzo, Wolter Upper Saddle River, NJ 07458. • All Rights Reserved.
11
 Why is supervising so difficult?
 Constant problem solving
 Simultaneous problems
 Constant interruptions
 Judged on ability to motivate others
 Time consuming communication activities
 Usually promoted from peer group
 Value of technical expertise minimized
 Counseling employees
 Providing leadership

Supervision Today! 6th Edition © 2010 Pearson Higher Education,

Robbins, DeCenzo, Wolter Upper Saddle River, NJ 07458. • All Rights Reserved.
12
 Required competencies

 Technical
 Interpersonal
 Conceptual
 Political

Supervision Today! 6th Edition © 2010 Pearson Higher Education,

Robbins, DeCenzo, Wolter Upper Saddle River, NJ 07458. • All Rights Reserved.
13
 EXHIBIT 1–4
How competency demands vary at different levels of management.

Supervision Today! 6th Edition © 2010 Pearson Higher Education,

Robbins, DeCenzo, Wolter Upper Saddle River, NJ 07458. • All Rights Reserved.
14