1.Identify the major managerial skills needed by every supervisor. Why are these important? The major managerial skills are technical, human relations, administrative, conceptual, leadership, political and emotional intelligence skills. The Managerial skills which are required by managers working at different levels of management. The top-level managers require more conceptual skills and less technical skills. The lower-level managers require more technical skills and fewer conceptual skills. Human relations skills are required equally by all three levels of management.
A technical skill is the ability to perform the given job. Technical skills help the managers to use different machines and tools. It also helps them to use various procedures and techniques. The low-level managers require more technical skills. This is because they are in charge of the actual operations.
Human relations Skills
Human relations skills are also called Interpersonal skills. It is an ability to work with people. It helps the managers to understand, communicate and work with others. It also helps the managers to lead, motivate and develop team spirit. Human relations skills are required by all managers at all levels of management. This is so, since all managers have to interact and work with people.
A JACK OF ALL TRADES: The Importance of Being Well-Rounded in the Workplace Submitted to Robert P. Campbell byDeron R. Dantzlerin partial fulfillment of CARD 410. June 19, 2005 Introduction There are literally hundreds of desirable traits in the workplace. Of these, one of the arguably most important is to be well-rounded in the workplace. Many skills can assist an individual in being a ...
Administrative skills are required at the top-level management. The top-level managers should know how to make plans and policies. They should also know how to get the work done. They should be able to co-ordinate different activities of the organization. They should also be able to control the full organization.
Conceptual skill is the ability to visualize the organization as a whole. It includes Analytical, Creative and Initiative skills. It helps the manager to identify the causes of the problems and not the symptoms. It helps him or her to solve the problems for the benefit of the entire organization. It helps the manager to fix goals for the whole organization and to plan for every situation.
The development of a leadership style that emphasizes collaboration, trust, and empathy; engages followers in all aspects of the organizational; and helps followers to better themselves.
the savvy to ascertain the hidden rules of the organizational game and to recognize the roles various people play in getting things done outside and to formal organizational channels.
Emotional intelligence skills
The “intelligent” use of your emotions to help guide your behavior and thinking in ways that enhance your results. You can maximize your emotional intelligence by developing good communication skills, interpersonal relationship, and mentoring relationships.
2. Summarize the difficulties supervisors face in fulfilling managerial roles. The supervisory position is difficult and demanding role. Supervisors are “people in the middle” that between higher-level managers and employees. In illustrate many of the challenges a supervisors faces, effective supervisors must be adaptable and be able to maintain their perspective in the face or rapidly changing conditions. The supervisors must also be a competent subordinate to higher-level managers. In this role, the supervisors must to be a good follower.
The position of any supervisors has two main requirements. Fist the supervisors must have a good working knowledge of the jobs to be performed. Second, and more significant, the supervisors must be able to manage the department. It is the supervisor’s managerial competence that usually determines the effectiveness of his or her performance.
The difference between a manager and a leader is that the former ensures control and rationality, her/his focus is on day to day problem solving, best means in achieving results for staff to continue to contribute to the organisation (Zaleznik,1992) . While a leader uses power to influence actions and people, focusing more on outcomes and impact, where this action has inherited risks such as the ...
3. Explain the difference between management and leadership.
•The manager does things right; the leader does the right thing. •The manager relies on control; the leader inspires trust. •The manager focuses on systems and structures; the leader focuses on people. •The manager administers; the leader innovates.
•The manager asks how and when; the leader asks what and why. •The manager accepts the status quo; the leader challenges it.
4. What are the obstacles that the supervisor may encounter when trying to gain cooperation by coordinating the department’s various activities? •Developing and maintaining the problem control process
•Reviewing the efficiency and effectiveness of the problem control process •Producing management information •Allocating resources for the support effort •Monitoring the effectiveness of error control and making recommendations for improving it •Developing and maintaining problem and error control systems •Reviewing the efficiency and effectiveness of proactive Problem Management activities. 5. Discuss why the supervisor should not attempt to ignore or circumvent the labor agreement, even if it seems like the right thing to do. As members of management, supervisors have the right and duty to make decisions. A labor agreement does not take away that right.
However it does give the union a right to challenge a supervisor’s decision that the union believes to be a violation of the labor agreement. For example, virtually all labor agreements specify that management has the right to discipline and discharge for “just” (or “proper”) cause. The supervisor who follows “just cause” Standard for disciplinary action requiring tests of fairness and elements of normal due process, such as proper notification, investigation, sufficient evidence, and a penalty commensurate with the nature of the infraction.