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NEW SUPERVISOR (AIM)
Added: August 23, 2012 05:49:43
1015 views | 67 downloads
- Comments (1)
- CrisyCP This is a good visual as to what areas a new supervisor can impact. It is nice to see the supervisory role and delegation in the immediate vincity of the main topic. While the spacial distance may not be the intention it is those like myself who read into things that can have that perception. It would be nice for conflict to be further away. : )
NEW SUPERVISOR (AIM)
|NEW SUPERVISOR (AIM)|
|A1 Supervisory Role|
|A1.1 levels of Managment|
I fall under the middle management, the link between management and the workers
|A1.2 6 Characteristics of successful supervisors |
1 - willingness to work 2-willingness to take risks 3-Enthusiasm 4-Empathy 5- Ability to motivate 6-ability to communicate
|A1.3 Practices of Leadership|
1- Model the way 2-inspire a shared vision 3-challenge the process 4-Enable other to act 5-Encourage the heart
*Be hard on the problem & soft on the person *remain positive *not much matters and most things don't matter at all *take time to teach *delegate effectively and establish standards *communicate and achieve high productivity
|A2 Diversity and Difference|
|A2.1 work place diversity |
1 - Difference in personality 2 - Differences in Learning styles 3 - different Cultures 4 - Different physical attributes 5 - Different work commitments and arrangements
|A2.2 Different generations |
1 - Baby Boomers 2 - Generation X 3 - Generation Y
|A3.1 Communication skills|
you must be able to communicate efficiently to staff. when you communicate an idea you are sharing it. Employees will not be able to do a job well unless they have all the information necessary to preform their duties. Be sure to give simple instructions to avoid confusion.
|A3.2 Non Verbal|
Body language and posture holds many messages. The speed, pitch, tone and volume of your voice subtly communicates the importance of the message and your degree of confidence and commitment to it. Positive non-verbal communication is essential when you listen or speak to others in the workplace.
|A3.3 Getting the message across|
communication is successful when you and your listener both understand the same message. The message you think you're sending can sometimes be quite different from the one your listener hears. MESSAGE BARRIERS INCLUDE *Phones ringing *rumbling stomachs *noise *quiet voice *ethnicity
|A3.4 Formal and Informal|
Three things to consider when choosing your type of communication *who is your audience *what is the nature of the message *choose the most appropriate form of communication To get your point across *say what you mean - don't ramble *be direct - explain what you are saying *don't sound judgemental *use appropriate language
|A3.5 Listening and Hearing|
good listening habits; *look at the speaker *ask questions *give the person speaking enough time *remain poised and clam *respond with "uh-ha, uh-hums" *look alert and interested *clear up any ambiguous words or words that you don't understand Check for understanding with paraphrasing
|A3.6 Questioning Skills|
closed questions are YES or No answers open questions are more detailed answers use the Journalistic 6 1 - Who 2 - What 3 - Where 4 - Why 5 - When 6 - How question types *expanding questions - so what happened next? *probing questions - why do you think they did that? *clarifying questions - am I getting this right you ....? Challenging questions - have they ever done anything like that before? *commitment questions - so you're going to send them a letter? *sweeping questions - is there anything we have missed?
|A3.7 Assertive Techniques|
- Decide what you want - say it clearly -support what you say by how you say it - resist being manipulated or side tracked - listen - respect the other person -aim for Win Win USE I STATEMENTS e.g. When you don't sign the bottom of the contact I become quite concerend because this leads to legal matters and I would prefer it if you could pay more attention to this and sign it. is that ok with you?
|A4 Developing Team Work|
|A4.1 Effective teams|
-united in a common goal - structured to work together - sharing responsibility - depending on each other - empowered to implement consensus decisions effective teams demonstrate four characteristics. These four characteristics work methods, leadership and control, skills and knowledge and climate. They are all inter-related and if any element is lacking the performance of the group will suffer. *have an agreed system of working *Take leadership and control *be aware of the skills and knowledge required in relation to the problem *ensure the climate is right. A positive climate will enable all members to have a good hearing.
|A4.2 High Performing Teams|
be: S - pecific M - easurable A - chievable T -ime driven Have: Goals - Where, When and How Roles - What skills/resources, do you have it and what is doing what? Procedures - How does the team carry out its work, how are the problems solved, how are the decisions made, how do we communicate, and how is control maintained Relationships - does everyone get along and how is conflict handled? Common Purpose - what,why, who, and what are the expectations Team agreements - should be shore phrases that are clear, consistent , aggraded and to be followed by all team members
|A4.3 Stages of Development|
stage 1 - Forming:Testing, polite, impersonal, watchful, guarded stage 2 - Storming: confronting people, opting out, difficulties, feeling suck stage 3 - Norming: getting organised, developing skills, establishing procedures, giving feedback, confronting stage 4 Preforming: mature, close,resourceful, flexible, open, effective
|A4.4 Problem Solving & Decision Making |
Identify the problem - why,how,for how long, when does it occur Establish the desired outcomes - what do you want to achieve and what results do you want? list the symptoms Analyse the problem: *customer expectations *aids and equipment *employee motivation *team support *job design *systems and procedures *skills and knowledge *time *work environment *external factors Generate alternative solutions - most of the time they wont come from logical thinking - use the brainstorming technique to get ideas from the team. (forced comparisons) refer to notes on the day. Evaluate alternatives and selct the most suitable - this is where decision making will come into place. how well will it work? which one is the best? how will it affect the company and customers etc... implement the decision - plan: decide what must be done, how, when and by whom safeguard; consider what can go wrong. How will you know if it is happening? what will be the signs to look for? communicate: who and how will you communicate your decision to? Follow up and evaluate - has it met the desired outcomes, if not can it be rectified, can we still improve, what can we learn and what can we do better next time????
*Frees up supervisor to preform other valuable tasks *Improves Productivity *provides employees with new responsibility *Allows staff to learn new leadership skills *gives staff personal empowerment *Frees you to plan the future
Six steps to delegation process 1 - DETERMINE WHAT IS TO BE DELEGARED Suitable tasks -routine tasks -non urgent tasks -tasks that will make staffs job more interesting -tasks that dont require your input -taks that skills staff have that you may not 2 - PLAN THE DELEGATION -what? -who? 3 - DISCUSS THE DELEGATION -Give the staff member a clear and complete picture of what is required -explain the importance of the task -discuss how the job can be carried out -explain why they were chosen -agree on a schedule for training and job completion 4 - COMMUNICATE THE DELEGATION - introduce to staff who will be involved -clearly explain the task -ensure they understand the task 5 - MONITOR THE PROGRESS -establish a feedback process -ensure it is current and accurate 6 - APPRAISE PERFORMANCE -evaluate performance -give credit where due
|A5.3 Easy Mistakes|
-using favoritism -not delegating to people with high level of skill in fear of been "shown up" -failing to let go of a task -forgetting you can delegate accountability -not setting clear guidelines
|A6 Feedback on Performance|
|A6.1 Enabling Performance|
-limit closed questions -avoid why questions -avoid leading questions, it means you have already come to a conclusion -avoid asking questions with multiple queries Use enabling questions: Curious - I am curious to know...... I am interested in...... I am facinated..... Permission - would it be ok if I asked you........ would you mind if I........ Challenging - always?? Never?? and if it were possible?? who do you mean when you say???? collaborating - what do you suggest? what could we do next? how could I be helpful to you? Motivational - what stops you from? what is the worst that could happen? what are the results you want? what are your strengths?
|A6.2 Reflective listening |
Active listening is when you - -use Body language (smiling, nodding, posturing) -supportive phrases (uh-huh, hmmmm, really) -paraphrase - seek clarification -give feedback Reflective listening is when you use useful starting phrases such as: -sounds like... -it sounds as if you.... -seems to me like..... -so what you're saying is.... -you seem to be feeling like......
|A6.3 Be Assertive |
Use phrases such as -You should -You must -You have to Assertive communicators -Stay positive - emphasise outcomes and solutions, empower your employees -Are civil - be courteous and respectful. speak truth with out viciousness or attack -Use candour - be straight forward, direct and open -Speak accurately and honestly - be precise, exact and adhere to facts. limit yourself to reasonable interpretation of facts in call claims -Listen accountably - listen more than you speak. -Maintain three perspectives - Yours, theirs and that of the neutral party.
|A6.4 Giving Feedback|
S.T.A.C FOR GIVING FEEDBACK S - Situation, state the situation the person was undertaking ie. I have some serious concerns T - Task, describe the tasks they were taking ie when dealing with customers A - Action, specify what the person did/didn't do ie. when you told a customer to ....... C- Consequences, elaborate the consequences of their actions ie. in each situation you have acted unprofessionally and would have left a bad impression it is now necessary for us to find a way to rebuild the trust........ use the same technique for good performance reports in a positive manner.
|A7.1 Causes |
1 - Communication: conflict arises as a result of differences in training, selective perception and inadequate information about others. Conflict can be caused when to much or too little communication takes place 2 - Structure - the larger the group and the more specialised its activities, the greater the likelihood of conflict. the potential for conflict also tends to be greater when group members are younger and the turn over is higher. 3 - Personal Variables: This includes personality, emtions and values. 4 - incompatible goals: goals may differ within the group causing conflict 5 - Task independence; staff may not share common inputs to their individual tasks. they may need to interact in the process of the executing their work. they need to recieve outcomes this could be rewards
|A7.2 Resolving conflict|
1 - OPEN A DISCUSSION *Deal with the issue openly and honestly, don't start an argument *Focus on communication skills, don't add judgement or blame *Aim to reach agreement that satisfies all parties *avoid confusing symptoms of the problems with the actual problem itself 2 - GIVE GOOD INFOMATION *Clearly stat your point of view *Use I language and I statements *Use neutral and objective, non emotional language to explain the tangible *Deliver your communication assertively 3 - GATHER GOOD INFOMATION *Listen to others points of view *use empathy *Use active listening *Remember you only have to understand the others persons point of view not necessarily have to agree with it *If the discussion becomes heated STOP!! take a break and digest what you have said and heard 4 - PROBLEM SOLVE *Brainstorm to collect as many ideas as possible *consider cost *brake down the problem into smaller sections *look at the problem from a wider perspective *Ask what and if questions
|A7.3 Have you managed the conflict|
- Are all parties satisfied with the outcome/ - All parties can work together even better now - You will be able to manage any further conflicts more effectively - All parties have a deeper appreciation and understanding of each other Learn from the conflict, review; - What caused it? - Have you removed the cause? - What helped you resolve it? - What got in the way? - What signs were there that the conflict was brewing? - Would identifying and addressing it earlier have helped? - What could you have done better or differently?
|A8.1 Keys for Motivation|
MASLOW'S HIERARCHY OF NEEDS!!! PHYSIOLOGICAL - breathing, food, water, sex, sleep, homeostasis,excretion SAFTEY - security of body, employment, resources,morality, family, health, and property LOVE/BELONGING - friendship, family, sexual, intimacy ESTEEM - self esteem, confidence, achievement, respect of others, respect by others SELF-ACTUALIZATION - morality, creativity, spontaneity, problem solving, lack of prejudice, acceptance of facts THREE E'S OF MOTIVATING YOUR TEAM ENLARGMENT - expanding the horizons, taking on more duties and the same level of responsibility ENRICHMENT - increasing the depth of an employees responsibilities EMPOWERMENT - taking on responsibilities previously done by first line managers
|A8.2 What do people want at work?|
*good job design *clear work related goals *opportunity for self improvement *a chance to participate *family friendly working conditions *incentives and rewards
|A8.3 Creating a Work Environment |
* beware of creating a restrictive work environment with emphasis on controls *avoid public criticism * control systems should only be introduced where necessary * give people input *keep teams and sub teams as small as possible * pay attention to job design * individual job knowledge 8 rules to motivate staff 1 -be motivated yourself 2 - select people who are highly motivated 3 - treat each person as an individual 4 - select realistic and challenging targets 5 - remember that progress motivates 6 - create a motivation environment 7 - provide fair rewards 8 - give recognition
|A8.4 Developing Trust|
1 - keep promises, promises made and not kept can be powerful de-motivaters 2 - clear the air. Frustration and mistrust can be built up over time, in teams and will often reach a point where every action by the other party is seen through a negative frame. 3 - implement trust building initiatives. Help set up peoples work space and arrange visits within the company. Do social activities. 4 - develop team agreement. Listen when people are speaking and don't judge. Be open and honest and don't interrupt people. Have fun with each other 5 - use trust enhancing skills - I statements, active listening, making specific requests