Supervisory control may have diminished, but the demand for productivity has certainly not. The basic function of the supervisor and team leaders remains the same — getting work done through the efforts of others. In fact, we expect today’s supervisors to be able to handle individuals with diverse backgrounds, to manage individuals who may have more technical expertise than they have themselves, and to follow complicated rules and regulations while simultaneously fulfilling the needs of the organization.
The abilities required of the supervisor to meet these demands have also expanded over time. A supervisor today needs to be able to communicate effectively with diverse groups within and outside the organization; employ problem-solving skills (Thompson, 1995), creativity and imagination (McKenzie, 1988), and critical thinking (McKenzie, 1992); and know how to develop his or her employees (Kerr, 1986). These abilities do not necessarily come from the prior experience of most supervisors, particularly those who were promoted to a supervisor position from a worker position.
New supervisors must face some unfamiliar issues, such as how to direct the group, how to let go of day-to-day tasks while still maintaining enough knowledge to guide the work, and how to maintain good relations with friends who now work for them. Making the transition to supervisor requires a shifting of attitudes, not just an increase in knowledge (Nanda, 1988; Ramsey, 1995).
Flight from Savo an interactive, hands-on adventure experience. Participants gain first-hand experience in the fundamental supervisory skills of: Guiding the Work, Organizing the Work, Developing Your Staff, Managing Performance, and Managing Relations. This program is often paired with Supervisory Skills Questionnaire assessment.
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