CHAPTER 1 The Supervisor as Manager

Overview
• The Supervisor’s Role
• Obligations and Responsibilities
• Functions of Management
• Theories of People Management
• Managerial Skills
• Tips for New supervisors

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CHAPTER 1 The Supervisor as Manager
The Supervisor’s Role
A supervisor is anyone who manages people who make products
and/or perform services.
Responsibilities include:
• The output of the people supervised
• The quality and quantity of the products and services
• Meeting the needs of the employees by motivating and
stimulating proper job performance.

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CHAPTER 1 The Supervisor as Manager
Figure 1.1
The levels of employees in a large company.

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CHAPTER 1 The Supervisor as Manager
The Supervisor’s Role
An Organizational Chart may be used to show:
Relationship among and within departments

Staff Functions (advisors)

Line Functions (associates directly involved)
Lines of Authority (power to make decisions)
Lines of Responsibilities (obligations to carry out)

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CHAPTER 1 The Supervisor as Manager
Figure 1.2
Organization chart for a large hotel.

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CHAPTER 1 The Supervisor as Manager
Figure 1.3
Organization chart for a large restaurant.

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CHAPTER 1 The Supervisor as Manager
Types of Supervisors & Employees
A First-line supervisor leads A Working Supervisor performs
and manages hourly tasks of hourly employees.
employees. Their focus is Their focus is on work as well
on supervision. as supervising workers.
Nonexempt employees are covered by federal and state
wage and hour laws. They are hourly employees that are
guaranteed minimum wage and overtime (after 40 hours).
Exempt Employees are not covered by federal and state wage
and hour laws. This includes supervisors who spend 50%
or more of their time managing 2 or more employees, and
under federal law when they are paid $455 or more per
hour week. (depending on the state).
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CHAPTER 1 The Supervisor as Manager
Obligations & Responsibilities of a Supervisor
When you begin to supervise the work of other people, you
cross a line that separates you from hourly workers – you step
over to the management side.
• How would you describe your past supervisors?
• What makes a good or bad supervisor?
• You could take the following supervisor assessment to check on
your supervisory skills?

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CHAPTER 1 The Supervisor as Manager
Figure 1.4
Supervisor’s
Assessment.

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CHAPTER 1 The Supervisor as Manager
Obligations & Responsibilities of a Supervisor
The Supervisor in the middle has obligations to:
• Owners
• Guests
• Employees

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CHAPTER 1 The Supervisor as Manager
Figure 1.5
The supervisor is right in the middle of everything and everybody.

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CHAPTER 1 The Supervisor as Manager
Obligations & Responsibilities of a Supervisor
Owners: To make their enterprise profitable, and to run things
their way (do anything they require that is legal and moral).

Guests: Treat them well and they will come back.

Repeat business = Continued profit.

Employees: If you want production you must provide them with a

climate of acceptance, approval, open communication, fairness,
and belonging. A poor work climate = a high labor turn over, low
productivity, poor quality control, and fewer customers.

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CHAPTER 1 The Supervisor as Manager
Boomerang Management
Boomerang management occurs when a manager reverts from
management’s point of view to the employee’s point of view;
you’ve got to stay in charge.

If you try to manage from the employee’s point of view, they will
take advantage of you.

Employees really want you to manage them

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CHAPTER 1 The Supervisor as Manager
The Functions of Management Theory
The four main functions of management are:

1.Planning
2.Organizing
3.Leading
4.Controlling

The flex style of management calls on theory, experience, and

talent to adjust actions and decisions to given situations according
to the demands of those situations

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CHAPTER 1 The Supervisor as Manager
Functions of Management
Planning: Looking ahead to chart goals and the best courses of
future action.

Organizing: Putting together the necessary assets for maximum

efficiency to meet the enterprise’s goals.

Leading: Interacting and guiding employees accomplishing

certain goals and plans.

Controlling and Evaluating: Monitoring and evaluating results in

terms of goals and standards previously agreed upon.
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CHAPTER 1 The Supervisor as Manager
Figure 1.6
The interactions of a supervisor.

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CHAPTER 1 The Supervisor as Manager
Scientific Management
People management theory, which stems from the work of
Frederick Taylor. Its goal emphasizes the increase of
productivity in factories. It has four features:

1. Standardization of work procedures and methods

2. Careful selection of people
3. Complete and constant supervision
4. Incentive pay

In addition to this theory, Frank Gilbreth added the idea of work

simplification.

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CHAPTER 1 The Supervisor as Manager
The Human Relations Theory
An outgrowth of studies made at the Hawthorne
plant of Western Electric Co.

Focus shifted from work to people: emphasizes the importance of

workers as individuals

Theory of people management, which states that satisfying the

needs of employees is the key to productivity.

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CHAPTER 1 The Supervisor as Manager
Participative Management
Employees participate in decisions that concern them.

Employees become more objective and share concerns and

objectives of management.

“Management by Communication”

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CHAPTER 1 The Supervisor as Manager
Total Quality Management
A process of total organizational involvement in improving all
aspects of the quality of a product or service.

Enhances the creative ways in which employees solve guest-

related problems.

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CHAPTER 1 The Supervisor as Manager
Humanistic Management
A combination of scientific, human relations, and participative
systems

Adapted to the needs of the situation, workers, and supervisor.

Most beneficial for hotel and foodservice industries.

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CHAPTER 1 The Supervisor as Manager
Managerial Skills
Technical Skills: Ability to know and carry out the tasks of the
people you supervise.

Human Skills: Ability to handle the people you supervise which

includes your attitude, sensitivity, and self awareness. A manager
must be sensitive to workers’ personal needs and able to adjust to
the situation (flex style of management).

Conceptual Skills: Ability to see the whole picture

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CHAPTER 1 The Supervisor as Manager
Figure 1.7
Levels of supervisory skills.

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CHAPTER 1 The Supervisor as Manager
Personal Skills and Qualities
Self management
Strong self image
Believe in employees
Flexibility and creativity
High energy levels
Able to work under pressure

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CHAPTER 1 The Supervisor as Manager
Two Types of Thinkers - Manz
Opportunity Thinkers: When faced with a challenge they
concentrate on constructive ways to deal with the circumstances.

Obstacle Thinker: When faced with a challenge they focus on

why the situation is impossible to retreat.

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CHAPTER 1 The Supervisor as Manager
Decision to Manage
When deciding whether to be a manger, you must be should ask
yourself:

Do you really want it?

What is the cost?
Is it worth the cost?

Having the maturity to decide what you want and to accept the
costs may be the most important quality of all.

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CHAPTER 1 The Supervisor as Manager
Tips for New Survivors
• Start as you mean to continue.
• Be yourself.
• Praise the hard work of your team and help them continue to
do a good job.
• Listen and ask questions.
• Be positive.
• Know the company’s vision, mission, goals, strategies,
philosophy and culture.
• Know the policies and procedures.
• Set a good example.

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