Chapter 1 - The supervisor as manager. This chapter presents the following content: The supervisor’s role, obligations and responsibilities, functions of management, theories of people management, managerial skills.
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Nội dung Text: Lecture Supervision in the hospitality industry: Applied human resources (Fifth edition): Chapter 1 - Jack E. Miller, John R. Walker, Karen Eich Drummond
- Supervision in the
Hospitality Industry
Applied Human Resources
Fifth Edition
Jack E. Miller, John R. Walker, and Karen Eich Drummond
Copyright John Wiley & Sons, Inc. 2007
- Chapter One:
The Supervisor as Manager
• The Supervisor’s Role
• Obligations and
Responsibilities
• Functions of
Management
• Theories of People
Management
• Managerial Skills
2
- The Supervisor’s Role
A supervisor is anyone who manages people who
make products and/or perform services.
Responsibilities include:
• The output of the
people supervised
• The quality and
quantity of the
products
and service
• Meeting the needs of
the employees =
production, motivation
and stimulation
3
- Types of Supervisors and Employees:
• A Working Supervisor is a
• A Firstline supervisor
supervisor that performs tasks
manages hourly employees.
of hourly employees. Their
Their focus is on supervision.
focus is on work rather than
workers.
Nonexempt employees are covered by federal and state wage and hour
laws. They are hourly employees that are guaranteed minimum wage
and overtime (after 40 hours).
Exempt Employees are not covered by federal and state wage and hour
laws. If they spend 50% + of their time managing 2 + employees
under federal law they are paid $1000 or more per month (depending
on the state).
4
- An Organizational Chart may be
used to show:
Staff Functions
(advisors)
Line Functions
(associates directly
involved)
Lines of Authority
(power to make
decisions)
Lines of
Responsibilities
(obligations to carry
out) 5
- Obligations and Responsibilities
of a Supervisor :
The Supervisor in
the middle has
obligations to
owners,
customers, and
employees.
6
- Owners: To make their enterprise profitable, oversee
and follow their system (leave it alone, as long as its
legal and moral).
Guests: Treat them well and they will come back.
Repeated business = Continued profit.
Employees: If you want production you must provide
them with a climate of acceptance, approval, open
communication, fairness, and belonging. A poor work
climate = a high labor turn over, low productivity, poor
quality control, and fewer customers.
7
- Boomerang Management
• Boomerang
management occurs
when a manager
reverts from
management point of
view to a worker’s
point of view. A result
of being “lonely on the
sideline”.
8
- The Functions of Management
Theory
• Planning
• Organizing
• Staffing
• Leading
• Controlling and
Evaluating
• Coordination
• Problem Solving
• Representing
This Theory is useful in a crisis but must be adapted to the
situation at hand: known as flex style of management. 9
- Scientific Management
This theory stems from the work of Frederick
Taylor. Its goal emphasizes the increase of
productivity in factories. It has four features:
1. Standardization of work procedures and methods
2. Careful selection of people
3. Complete and constant supervision
4. Incentive pay
In addition to this theory Frank Gilbreth added the idea of
work simplification.
10
- The Human Relations Theory
An outgrowth of Hawthorne plant of Western
Electric Co.
• Focus shifted from work
to people: emphasizes the
importance of workers as
individuals
• Theme was happy
employees = productivity
(*unfortunately this is not
always the case)
11
- Participative Management
• Employees participate in
decisions that concern
them.
• Employees become more
objective and share
concerns and objectives of
management.
• “Management by
Communication”
12
- Humanistic Management
• A combination of
scientific, human
relations, and
participative systems
• Adapted to the needs
of the situation,
workers, and
supervisor.
13
- Managerial Skills
• Technical Skills: Ability to know and carry
out the tasks of the people you supervise.
• Human Skills: Ability to handle the people
you supervise which includes your attitude,
sensitivity, and self awareness. A manager
must be sensitive to workers’ personal
needs and able to adjust to the situation
(flex style of management).
• Conceptual Skills: Ability to see the whole
picture
14
- Personal Skills and Qualities
• Self management
• Strong self image
• Believe in employees
• Flexibility and
creativity
• High energy levels
• Able to work under
pressure
15
- Two types of thinkers ~ Manz
• Opportunity Thinkers: When faced with a
challenge they concentrate on constructive
ways to deal with the circumstances.
• Obstacle Thinker: When faced with a
challenge they focus on why the situation
is impossible to retreat.
16
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