Supervisory Management N4

Transcription

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2 Supervisory Management N4 Lecturer s Guide ISBN: Jowaheer Consulting and Technologies This Lecturer s Guide accompanies the following Student s Book: Title: Supervisory Management N4 Author: Jowaheer Consulting and Technologies ISBN: Web PDF ISBN:

3 Supervisory Management N4 Lecturer s Guide Jowaheer Consulting and Technologies, 2016 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, photocopying, recording, or otherwise, without the prior written permission of the copyright holder or in accordance with the provisions of the Copyright Act, 1978 [as amended]. Any person who does any unauthorised act in relation to this publication may be liable for criminal prosecution and civil claims for damages. First published in 2016 by Troupant Publishers [Pty] Ltd PO Box 4532 Northcliff 2115 Distributed by Macmillan South Africa [Pty] Ltd ISBN: It is illegal to photocopy any page of this book without written permission from the publisher. While every effort has been made to ensure the information published in this work is accurate, the authors, editors, publisher and printers take no responsibility for any loss or damage suffered by any person as a result of reliance upon the information contained herein. The publisher respectfully advises readers to obtain professional advice concerning the content. While every effort has been made to trace the copyright holders and obtain copyright permission from them, in some cases this has proved impossible due to logistic and time constraints. Any copyright holder who becomes aware of infringement on our side is invited to contact the publisher. To order any of these books, contact Macmillan Customer Services at: Tel: (011) Fax: (011) customerservices@macmillan.co.za

4 Contents Module 1: Introduction to supervisory management... 1 Assessment activity Assessment activity Summative assessment... 4 Module 2: Planning... 6 Summative assessment... 6 Module 3: Organising... 8 Assessment activity Assessment activity Summative assessment Module 4: Leading (utilisation of human resources) Assessment activity Assessment activity Assessment activity Summative assessment Module 5: Controlling Summative assessment Module 6: Labour relations Assessment activity Assessment activity Summative assessment Module 7: Training and development of employees Summative assessment Module 8: Financial compensation Summative assessment Module 9: Loss control and industrial housekeeping Assessment activity Assessment activity Assessment activity Summative assessment Module 10: Quality control Summative assessment... 32

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6 Module 1: Introduction to supervisory management Assessment activity Operations. Marketing. Financing. (3) 2. See Figure 1.4 in the Student s Book. (12) Top management Top management refers to members of the board of directors, for example: The chief operating officer (COO), chief executive officer (CEO), managing director or president. The chief financial officer (CFO) or financial director. The directors of various departments, for example human resources, production and marketing. Their responsibilities include: Long-term planning and the development of policies. Operational and financial decisions. Public relations. Middle management Middle managers act as the link between top management and lower management. They generally act as heads of departments. Their responsibilities include: Logistical and operational decisions. Budget decisions. Human resource decisions. Crisis management. Lower management Lower management acts as the link between middle management and non-managerial employees. Job titles for lower management include: Supervisors. First line managers. Shift managers. Team leaders. Foremen. Their responsibilities include: Dealing with operational issues on a day-to-day basis. Coordinating employees and work schedules. Planning, leading, organising, staffing and controlling. Team building. 1

7 Ensuring safety standards. Identifying weaknesses and planning for training. Updating middle management using progress reports. (Any two responsibilities as listed above) 3. The most sought-after qualities and skills in a supervisor. (5) Qualities Example 3.1 Knowledge and job a) Any one below: know-how Thorough knowledge of the job is one of the key qualities of a supervisor. Part of the supervisor s job is to train others. Supervisors must also be familiar with company policies and procedures. 3.2 Experience b) Supervisors should preferably have at least five years relevant trade experience. 3.3 Education c) Any one below: Supervisors should preferably have at least a national diploma in their field. Supervisors should be prepared for ongoing training. 3.4 Personal characteristics d) Any one below: These include excellent leadership qualities, respect, fairness, politeness, commitment, integrity, tolerance for stress, reliability, creativity and a cooperative attitude. Supervisors need to be able to inspire confidence and enthusiasm. Supervisors take personal responsibility for achieving organisational goals and objectives. 3.5 Health e) Supervisors should be in a good state of health because of the demands that are placed on them. 4. Planning: Planning involves setting long-term objectives and achieving these objectives by means of specific short-term goals. Planning is also used to describe formal procedures such as meetings to discuss important issues and the creation of documents and diagrams. Organising: Supervisors determine and allocate the tasks which employees must perform. Supervisors must also organise work schedules that give timeframes in which employees must complete the tasks. Staffing: Supervisors determine how many employees are needed to perform tasks. They may also interview and select employees. Leading: After plans are in place, someone must take the lead. Leading involves communicating with and motivating workers to perform the tasks necessary to 2

8 achieve the organisational goals and objectives. This function also includes encouraging the necessary levels of innovation and morale. Controlling: Once employees are carrying out plans, supervisors must monitor the process for performance and take corrective action if necessary. In other words, supervisors must perform checks to ensure that the employees are implementing the plan correctly. (10) 5. Any five below. (5) Monitor workers under their control to ensure that business objectives are achieved. Provide feedback to workers concerning their behaviour. Act as a link between management and workers. Coordinate work schedules and deliveries to ensure tasks are performed efficiently. Ensure production targets are met. Ensure maintenance of machinery is up to date. Ensure quality products are produced. Identify, assess and control hazards in the workplace. Effectively implement occupational health and safety risk assessment systems in consultation with employees. Report health and safety risks or problems to site managers or health and safety officers. Provide information, instruction and training where hazards have been identified. Ensure that all people in the workplace wear appropriate personal protective equipment when required. Total: [35] Assessment activity True. 1.2 False. 1.3 False. 1.4 True. 1.5 True. (5) 2. Yes. Set realistic goals and objectives, and encourage participations by others. (3) 3. Being thorough. Getting results. Making good decisions. Being punctual. Being honest. (5) 4. Any five below. (5) Shows that you have integrity. Shows that you are dependable. Builds your self-confidence. 3

9 Reveals your self-discipline. Shows your respect for others. Shows you are responsible. Shows that you lead by example. 5. Any six below. (6) Have a deep and dynamic vision rather than authority Are inspired and inspiring. Enable rather than control. Encourage rather than direct. Empower rather than reward. Are not natural followers. Are confident but not arrogant. Are driven towards achieving their vision. Are independent. Total: [24] Summative assessment 1. Missing word(s) are underlined. 1.1 The term, supervisor, has its roots in Latin, where it means looks over. 1.2 Most supervisors enter the ranks of supervisory management through promotion from within the organisation. 1.3 The primary purpose of supervisors is to act as team leaders to ensure their teams achieve the objectives of the organisation. 1.4 There are three levels of management: top, middle and lower management. All levels are interdependent and must communicate efficiently with one another to achieve organisation objectives. 1.5 Planning involves setting long-term objectives and achieving these objectives by means of specific short-term goals Organising involves determining and allocating the tasks which employees must perform. 1.7 Leading involves communicating with and motivating workers to perform the tasks necessary to achieve the organisational goals and objectives. 1.8 Top management focuses on long-term planning and the development of policies. 1.9 Leadership is a process by which a person directs, guides and influences the behaviour of other people to accomplish specific goals Dependability is the quality of being trustworthy and reliable. (10) 2. Planning. Organising. Staffing. Leading. Controlling. (5) 4

10 3. Knowledge and job know-how. Experience. Education. Personal characteristics. Health. (5) 4. See Figure 1.13 in the Student s Book. (9) 5. Any five below. (8) Have a deep and dynamic vision rather than authority. Are inspired and inspiring. Enable rather than control. Encourage rather than direct. Empower rather than reward. Are not natural followers. Are confident but not arrogant. Are driven towards achieving their vision. Are independent. (8) 6. Peer supervisors. Shop stewards. People outside the organisation. (3) Total: [40] 5