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Supervisor Skills
Supervisors have the toughest job in your company. They must take ideas like "quality," "empowerment," or "continuous improvement," and turn them into specific "What-do-we-do-now?" directions. They must take broad, often strategy-focused ideas and create a concrete reality that has meaning and value for the people they supervise. It is the job of a supervisor to help the front-line worker feel he or she can make a real difference. It is also the supervisor's role to see that workers feel noticed and appreciated for their individual contribution. The challenge of being a front-line supervisor is complex.
Fundamental skills in communication, goal setting, delegation, time management, and human relations are important tools that Supervisors need to have. Our overall approach is to present the key factors for success in each of these five skill areas. Our goal in this 16 hour program is to enhance the process and produce supervisors truly prepared to lead your organization in the future.
If your company is like most, you probably chose your supervisors because of their technical skills. Yet their success (and yours) depends on their skill as people managers, project managers, and strategy implementors.
Supervisors have the toughest job in your company. They must take ideas like "quality," "empowerment," or "continuous improvement," and turn them into specific "What-do-we-do-now?" directions. They must take broad, often strategy-focused ideas and create a concrete reality that has meaning and value for the people they supervise. It is the job of a supervisor to help the front-line worker feel he or she can make a real difference. It is also the supervisor's role to see that workers feel noticed and appreciated for their individual contribution. The challenge of being a front-line supervisor is complex.
The challenge of training front-line supervisors is also complex. To help them be successful, supervisor training should be custom designed to meet their unique needs. It must speak to their issues and help them see solutions to their problems.
Trainers and facilitators experienced in supervisory skill building are acutely aware of mediocre performance at this level of management. Supervisors need to refine their fundamental skills in communication, goal setting, delegation, time management, and human relations. Our overall approach is to present the key factors for success in each of these five skill areas. Our goal in this 16 hour program is to enhance the process and produce supervisors truly prepared to lead your organization in the future.
WORKSHOP OUTLINE
Session I Communication Training Session
Communication is the sharing of information between two or more individuals or groups to reach a common understanding.
v Importance of Good Communication
v The Communication Process
v The Role of Perceptive in Communication
v The Dangers of Ineffective Communication
v Information Richness and Communication Media
v Face to Face Communication
v Spoken Communication electronically transmitted
v Personally Addressed Written Communication
v Impersonal Written Communication
v 10 Commandments of Email
v Communication Networks
v Organizational Communication
Formal
Informal
Horizontal
Vertical
External
v Technological Advance in Communication
v Communication Skills for Managers/Supervisors
v Communication Skills for Managers as Senders
v Communication Skills for Managers as Receivers
v Understanding Linguistic Styles
v Cross Cultural Differences
v Gender Differences
v Barriers in Effective Communication
Poor Listening
Lack of Feedback
Difference in Perception
Misinterpretation of Words
Poor Example Set by the Supervisor
Session 2 Goal Setting
Supervisors must plan if their work is to be done effectively, properly and on time. They also must understand how their plans fit into the overall process of the planning scheme of the organization.
v How the Organization Plans
Strategic Plans
Specific Plans
Moving the Planning Process to Lower Levels
v The Supervisor and Strategic Planning
v Benefits to Supervisors Being Involved in the Strategic Management Process
Seeing the Big Picture
Develop More Conceptual Skills and Better Decision Making
Preparedness for Upper Career Movement
v Supervisors Role in Planning
v The What and How of Supervisory Planning
v Objective vs. Goals
v Setting Objectives and Goals
Quantity
Quality
Cost
Long Term
Short Term
v Characteristics of Effective Objectives
v Hints for Setting Goals
v Action Plans
v Managing by Objectives
Session 3 Delegation
Giving someone else the authority and responsibility to carry out a task is delegating
v Characteristics of Delegation Effectiveness
v Benefits of Delegating
v Empowerment
v The Process of Delegating
v Deciding What Task to Delegate
v Assign the Work
*Who Can do the Job Best?
*Who Can do it Least Expensively?
*Who Can Save the Most Time?
*Who Would Gain the Most Growth from the Assignment?
v How Well Are You Delegating?
*Is Delegating the Right Way to Accomplish the Goal?
*Does the Employee Selected Have the Required Know How?
*Is the Task Group or Individually Suited?
*Why Are You Delegating?
*Do You Understand all the Details of the Task?
*Are You Properly Delegating the Task?
*Is This the Best Time to Delegate the Task?
v Reluctance to Delegate
v Cause of Reluctance to Delegate |
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