Developing Supervisory Leadership
This program consists of two sessions over a period of 14 weeks. If you are a newly appointed supervisor or if you have had years of supervisory leadership experience and just want to sharpen your skills, you will want to participate in this special class. You will meet with other supervisors to learn how to improve leadership skills and enhance your contribution to the success of your organization.
As a supervisor, your primary concern is building human relationships by leading your work group, department, division or company to accomplish the mission, vision, goals and objectives. This must be done by understanding the human dynamics of organizations and then applying the functions and principles of management to daily operations. The most challenging and difficult aspect of your position is the consistent application of sound principles to build relationship with your superiors, your peers and your people.
PART 1 February 5 – March 19, 2013
These six sessions focus on the principles and information supervisors and their people must understand to contribute to organizational success. They answer the question: What must we know?
Feb. 5: Introduction
Feb. 12: Origin of the Enterprise: Why are organizations formed and how do their belief systems and values contribute to the attainment of their mission, vision, goals and objectives?
Feb. 19: Functions and Principles of Management: How does goal setting, planning, organizing, leading and controlling in everything lead to success at work and at home?
Feb. 26: The Organization: Why and how do effective leaders organize materials, equipment, space and people to create synergy?
March 5: The Art and Science of Leadership: Leadership is rooted in character. One must “live” and “sell” the philosophy, mission, vision, goals and objectives, policies and procedures through effective communication.
March 12: Controlling Safety, Quality and Productivity: Profits flow from continuous improvement in safety, quality and productivity. How is effectiveness in each area measured and achieved?
March 19: Business Simulation — My Department is my Company: Participants are led on a guided tour of their area as if it were an independent business to answer the question, “If this were my capital at risk, could I afford to continue to operate as I do? What changes are needed?”
PART 2 April 2 – May 7, 2013
Part 2 deals with the specific techniques that leaders use to develop and maintain the competence and commitment of people. Now that we know; what must we do to improve safety, quality and productivity?
April 2: Motivation: The drive to satisfy our needs comes from within. Supervisors must learn to build relationship to focus the drive of others to reach organizational goals through team work.
April 9: Training and Education: Employees will learn whether they are taught properly or not. Supervisors must establish goals and use proven methods to teach more than the job itself.
April 16: Counseling: What are the four categories of complaints? How can they be identified and dealt with? When can a supervisor counsel effectively, and when must he refer?
April 23: Appraisal: How does one appraise performance and behavior effectively? What are the methods that work?
April 30: Discipline: Dealing with negative behavior is a challenge. How does one work with people to eliminate the problem while developing the employee? What if you fail? What are the danger areas you must avoid to protect your employer from legal action?
May 7: Career Planning: How does one develop and achieve career goals? Self evaluation, organizational savvy and continuous personal development are examined.