Event Guide
Supervisory Management
Event Date: 2010-02-25
Day 5
Supervisory Management
FETAC. Level 6
Delivered over 5 days (one day per week)
Dates: 28th Jan, Feb, 4th, 18th, 11th, 25th
Location: Ramada Viking Hotel, Waterford
Price: €300 per person
Aims:
To help enable the company and participants to use excellent management and productivity skills in order to make the company more profitable, maximise people and reduce unnecessary time and staff turnover.
Definition:
What is "Supervision"?
There are several interpretations of the term "supervision", but typically supervision is the activity carried out by supervisors to oversee the productivity and progress of employees who report directly to the supervisors. For example, first-level supervisors supervise entry-level employees. Depending on the size of the organization, middle-managers supervise first-level supervisors, chief executives supervise middle-managers, etc. Supervision is a management activity and supervisors have a management role in the organisation.
Topics Covered Include:
· An Introduction to Leadership and Management
Leadership is not the same as management. Management has a ‘bottom line’ focus (how can I best achieve the desired result?). Leadership deals with the top-line (what do I want to achieve?).
· Time Management
Effective time management requires a thorough understanding of the difference between importance and urgency.
· Handling difficult situations
To be able to handle difficult people successfully, we need to identify precisely what their characteristics are. What are the words and behaviours that people use that make them difficult to deal with?
· Managing conflict
Conflict is when two or more values, perspectives and opinions are contradictory in nature and haven't been aligned or agreed about yet.
· Team building
Team building is the process of building a good team - i.e.: one that performs well together. In order to decide the best way to embark on a team building programme, you should first be able to see the difference between a group, a team and a good team.
· The Art of Delegation
Effective delegation develops people who are ultimately more fulfilled and productive. Managers become more fulfilled and productive themselves as they learn to count on their staff and are freed up to attend to more strategic issues.
· Staff motivation
Note that different people can have quite different motivators. For example, some people are motivated by more money, others by more recognition, time off from work, promotions, opportunities for learning, opportunities for socialising and relationships, etc.
· Communication and Influencing Skills
Assertiveness is a skill that will benefit participants both in and outside work. It is the cornerstone of all effective communication. Assertiveness involves people expressing their thoughts, feelings, opinions and beliefs of other people.
· Setting and Achieving Goals and Objectives
A goal is a long-range aim for a specific period. It must be specific and realistic. An objective is a specific step, a milestone, which enables you to accomplish a goal.
· Appraisals
Subordinates are assured clear understanding of what's expected from them, their own personal strengths and areas for development and a solid sense of their relationship with their supervisor.
· Effective meetings
The process used in a meeting depends on the kind of meeting you plan to have, e.g., staff meeting, planning meeting, problem solving meeting, etc. However, there are certain basics that are common to various types of meetings.
· Interpersonal Skills
Most people achieve the best results with and through the co-operation of other people. We need the support of those around us to provide us with key information or services. Interpersonal skills play an important role in the interactions we have with others.
· The employment equality acts
The Employment Equality Act, 1998 and the Equal Status Act, 2000 outlaw discrimination in employment, vocational training, advertising, collective agreements, the provision of goods and services and other opportunities to which the public generally have access on nine distinct grounds.
· Data protection
You have certain key responsibilities in relation to the information which you keep on computer or in a structured manual file about individuals. These may be summarised in terms of eight "Rules" which you must follow.
Outcomes:
The specific outcomes are grouped into four units:
Unit 1: Supervisory Management
Unit 2: Operational Planning
Unit 3: Team Leadership
Unit 4: Organisational Skills
Unit 1: Supervisory Management
Learners should be able to:
· Understand key concepts, principles and practice in supervisory/line management.
· Build a pattern of effective communication and problem solving to give greater flexibility.
· Critically evaluate different approaches to supervision practice, (e.g. peer supervision, one to one supervision, group supervision)
· Demonstrate a range of personal and practical skills used as a supervisor/line manager.
· Be familiar with relevant legislation such as the employment equality act, data protection etc.
· Undertake a training needs analysis and initiate training plans.
· Recognise the benefits of using interactive management.
Unit 2: Operational Planning
Learners should be able to:
· Explain the role of goal and objective setting in operational planning and ensure plans are consistent with organizations objectives.
· Design an operational work plan for a fixed period including short term objectives and key result areas (KRA)
· Take account of relevant past experience, trends and developments likely to affect future uses.
· Implement the work plan.
· Keep appropriate records of progress.
· Approach problem solving in a structured and creative way.
· Evaluate the most appropriate software, planning tools for own business.
Unit 3: Team Leadership
Learners should be able to:
· Understand what teamwork is and how it works.
· Negotiate a work plan with team members.
· Deliver a briefing to team members.
· Motivate team members by enhancing self-esteem.
· Monitor progress of the work plan by establishing follow up dates.
· Take appropriate action for successful completion of the plan.
· Keep goals clear and performance high by providing consistent positive and corrective feedback.
· Deal with poor performance.
Unit 4: Organisational Skills
Learners should be able to:
· Explore how the principles of time management affect the planning in the workplace.
· Plan and organise your own work for a given period based on clear, measurable, realistic and result orientated objectives.
· Design procedures for a range of activities such as managing the telephone, handling paperwork, controlling interruptions at work etc.
· Plan a meeting (e.g. notice, agenda, administration and venue etc.)
· Run a meeting by acting as chairperson, keeping time, following the agenda and recording minutes.
· Evaluate a meeting (e.g. measure participation, attendance, roles of members.)
· Understand the importance and need to delegate.
· Delegate work to others (e.g. assigns tasks, monitor progress, evaluate results.)
· Document all elements of the supervision/line management practice.
Delivery:
Team and group exercises. Individual exercises. Highly participative and facilitative approach. Delivered in a fun, upbeat manner. Action and experiential learning.
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Clonmel Chamber of Commerce, 8 Sarsfield Street, Clonmel, Co. Tipperary
Tel :+353 (0)52 6126500
Tel :+353 (0)52 6126500
