Organizational performance and supervisory skills

Article Abstract:

Techniques for developing supervisory skill in a changing organizational environment are discussed. Skills needed by contemporary managers include functional ability, planning, organizing, controlling, oral and written communication ability, company orientation, leadership, decision-making, creativity, initiative, and flexibility. Supervisory skills cannot be developed unless there is a commitment to organizational development at the highest levels of the company. Training and development programs, especially for new managers, should go beyond knowledge and change attitudes as well. Supervisor development training programs should be aligned with the internal organizational climate of the firm.

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Change: getting them to meet you half way

Article Abstract:

Techniques to help managers overcome resistance to changes in company policies and procedures are discussed. Managers should realize that people contribute to an organization only as long as they feel that the organization meets their physical and emotional needs, and that people are motivated by the anticipation of gain or the fear of loss. People attach the greatest significance to those who give them the greatest feeling of affirmation. The best way to win people over is through communication that is not only clear and concise, but which appeals to the needs and communication style of the individual.

Management, Change (Psychology)

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Three steps to increasing supervisory success

Article Abstract:

A three-step approach to employee supervision is described which is called TOP Performance Management. TOP involves: (1) telling the employees what is expected of them, instead of assuming that goals are obvious, (2) observing employee performance in a wide variety of areas and documenting these observations, and (3) giving the employee feedback on specific areas of performance. Criticism should be avoided, as it does not improve employee performance.

Evaluation, Supervisors

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