Supervisory Development Program

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SUPERVISORY DEVELOPMENT PROGRAM:

PRABHAKARAN NAMBIAR SUPERVISORY DEVELOPMENT PROGRAM

SUPERVISION:

SUPERVISION About Supervision Organisation structure and Responsibilities Skills required by Supervisors Interaction skills Analysing skills

RESPONSIBILITIES:

RESPONSIBILITIES Responsibility to the Middle and Top Mgmt Responsibility to the Worker in the Dept Responsibility to Other Supervisors Responsibility to the Personnel Dept Responsibility in Labour Matters Responsibility in General

INTERACTION SKILLS:

INTERACTION SKILLS Good Communication Delegation Organising Successful Meetings Employee Motivation Rewarding Performance Training and Development

ANALYSING SKILLS:

ANALYSING SKILLS Planning a Process Improving a Process Cost Reduction Daily Work Management

INTERACTION SKILLS:

INTERACTION SKILLS

INTERACTION SKILLS ::

INTERACTION SKILLS : Good communication: Communicate clearly Communication is in different forms like Speaking, Writing and Listening. Communication is a process involving a minimum of two people ie., Sender, Receiver and a medium through which it is conveyed. The wants and Needs are varying for different People, Hence the understanding of the communication varies with Level at which they are Operating. Hence if the wavelength and understanding level are not the same, then this could act as a barrier conveying the wrong Communication.

How you Communicate?:

How you Communicate? Maintaining eye contact Listening to What the other person is saying. Mirroring the Body language Three Rules of Good Communication Be Clear in your Mind about what you want to say Deliver the message properly Ensure that the message has been correctly understood

Understanding Body language and Gestures:

Understanding Body language and Gestures Any activity at the time of communication can Strengthen or Damage the Message. Make sure that you are not unintentionally showing a Hostile expression or Posture. Conquering Nerves Keeping your Distance Supportive gestures PRACTICE A RANGE OF GESTURES IN FRONT OF A MIRROR TO FIND THOSE THAT LOOK NATURAL FOR YOU

LEARN TO LISTEN::

LEARN TO LISTEN: Listening skills are vital. Be attentive when others speak, allow others to complete their communication. Ask Open questions to make lively discussion. Keep your response brief. Repeat key words in mind as you hear them to remember what he said. If you are taking notes, listen to key points and note down in your words. Use Headings and Numbers to structure your notes

INTERPRETING DIALOGUE:

INTERPRETING DIALOGUE Keep an open mind about what people say. Take statements at face value with out reading the hidden meaning in to what is being said. Clarify with the speaker by repeating the words to ensure your understanding is clear. Repeating the phrase helps both make a correct understanding. Be Careful not to hear, only what you want to hear and nothing else.

RECOGNISING PREJUDICE:

RECOGNISING PREJUDICE Prejudice block Good communication A frequent mistake is to assume what some one is going to say and not listen to the actual message. People do not always behave stereotype or Expectation. Listen carefully to what people are saying to you and do not let your prejudices get in the way.

:

Type of Listening Putting methods in to Practice Empathaising : Drawing out the speaker and getting information in a supportive way Empathaising by imagining yourself in their positions and trying to understand what they are thinking and letting them feel comfortable. Analysing: seeking concrete information and trying to disentangle fact from emotion. Use analytical reasons to discover the reasons behind the speaker’s statements. Ask Questions carefully, so you pick up clues from the answers and use the persons responses to help you form next set of questions Synthesizing : Pro-actively guiding the exchange towards an Objective. If you need to achieve the desired result, make statements to which others can respond with ideas. Listen and give your answers to others remarks in a way that suggests which ideas can be enacted and How they can be implemented.

ACTION AFTER HEARING::

ACTION AFTER HEARING: What you must never do is promise an action what you can’t deliver; Keep Promises in writing as soon as to avoid any misunderstandings… Keep promises and Take actions as soon as possible Listen Respond Act…

Asking Questions???:

Asking Questions??? Knowing what to ask?? Choosing Questions. Choosing the Right tone. OPEN QUESTION Questions does not invite any specific answer, But opens up discussion. CLOSED QUESTION Question is specific and must be answered with a yes or no. FACT FINDING Question aimed at getting information about specific Subject. FOLLOW UP Question intended to get more information or elicit an opinion. FEED BACK Question is aimed at getting a particular type of information

Working with feedback mechanism :

Working with feedback mechanism Being understood Any message can be misunderstood if it is not conveyed in a clear manner or if the body language contradict the message. Confirm what is conveyed to understand, what is conveyed, is clearly understood. Giving feed back: Feed back is essential to communication. – to check that you have understood the other persons message. Express your understanding very clearly so that there is no misinterpretations after the discussion

FEED BACK:

FEED BACK Show exactly what went wrong and why. Draws out ways in which poor performance or behavior can improve. Use questioning to let the staff members know what you think and why? Aim to express your negative opinions honestly, but in a positive manner. Above all, take the negative opinions positively and objectively and not personal.

Receiving and Giving orders:

Receiving and Giving orders Receiving orders : Note down the instructions carefully. Divide the work in to small steps, decide on what machinery to use, which Operator is better for the job etc., Prepare time schedule Plan for the day Formulate proper instructions

Receiving and Giving orders:

Receiving and Giving orders Giving Orders: Be Technically sound on the matter on which you give order All the process should be easy to explain If you not clear in certain area, you have to get familiarize before giving the Order to them. Have a good plan of action In doubt, you should be able to explain the process. The worker will accept you as supervisor only if you have the authority based on knowledge.

COMPILING REPORTS::

COMPILING REPORTS: Reports are formal documents that will be read by others. They must always be accurate and well laid out, finishing with definite conclusion. Researching report Structuring report Ensuring clarity Be ruthless : avoid all unnecessary words in your report. Be clear of all do’s and don’ts of a report.

DELEGATION:

DELEGATION

How to Delegate : :

How to Delegate : What is delegation and why to do it. Recognizing and dealing with barriers Selecting Tasks Planning structure Briefing effectively Monitoring progress Analysing difficulties

Delegation and why delegate?:

Delegation and why delegate? Delegation involves instructing Other person with the task for which the delegator remains ultimately responsible. Delegate specifically based on the nature of Task as one cannot do every thing by himself Delegation will boost morale, build confidence and reduce stress. Set aside enough time each day for concentrating on task fitting to the positions

Ask yourself?:

Ask yourself? Am I devoting enough time and resources to strategic Planning and over all monitoring? Is my desk over flowing with uncompleted task? Am I delegating routine but necessary tasks to staff? Is staff training given priority to ensure effective skills for future delegation Plan?

Recognising and Dealing with Barriers!!!:

Recognising and Dealing with Barriers!!! Doing it yourself Overburdening Staff Loosing control of Tasks ASK YOURSELF???? Can I Learn from the way my own boss delegate to me? Why should I be upset if my sub-ordinate perform brilliantly? How much spare work capacity is there in my unit? AVOID KEEPING WORK BECAUSE YOU DO IT BETTER!!!

Recognising and Dealing with Barriers!!!:

Recognising and Dealing with Barriers!!! Dealing with Fear Is the task suitable? Is the delegate competent enough? Will I give them all the right back up, authority & resources? Being too Busy Lacking trust If you Often say, "I have no Time”, You are badly organised.

EFFECTIVE DELEGATOR:

EFFECTIVE DELEGATOR Has confidence in Sub-ordinates Does not feel insecure Uses schedules while planning. Knows the value of delegating. Ensure staff are trained.

SELECTING TASKS:

SELECTING TASKS Analysing your time. Breaking down your tasks Prioritising Tasks

PLANNING STRUCTURE::

PLANNING STRUCTURE: Analysis Sorting tasks to be delegated Appointment Naming the delegate Briefing Defining the Task Control Monitoring and Encouraging Appraisal Reviewing and Revising

PLANNING STRUCTURE: :

PLANNING STRUCTURE: Exploring fundamental Setting up structure Avoiding duplication Defining the Tasks Setting Guidelines Appointing sub-leaders

Briefing effectively:

Briefing effectively Using Check list Structuring Brief Briefing sessions Ending a Briefing

Monitorng Progress::

Monitorng Progress: Reviewing Progress Avoiding interference Do’s and Don’ts

ANLYSING DIFFICULTIES:

The sin is not fail, but to repeat the same mistake again Deal with any known difficulties at once ANLYSING DIFFICULTIES Questioning yourself Looking at performance Learning from the Failure

MOTIVATION:

MOTIVATION What is Motivation? Defining Motivation Motivating for Long term Recognising needs Satisfying Basic Needs Ensuring Motivation

Work place motivation::

Work place motivation: Achievement Recognition Job interest Responsibility Advancement

Managing Motivation:

Managing Motivation Create Positive work Place environment Expect Fair treatment and Understanding Expect Professional competence in the form of delegation to increase self management and participation Establish a system that is constructive – Not obstructive – in which people can hope to perform their Best

CREATING A NO BLAME CULTURE:

CREATING A NO BLAME CULTURE Learning from Mistakes Using action review Question to ask yourself

WORKING CONDITIONS::

WORKING CONDITIONS:

WORKING CONDITIONS….:

WORKING CONDITIONS…. Asking for suggestions Developing individual ability

DEALING WITH DEMOTIVATION:

DEALING WITH DEMOTIVATION Identifying the causes Tackling the Problems Encouraging team work

DISCIPLINE::

DISCIPLINE: Rules and Regulations Disciplinary actions

REWARDING PERFORMANCES::

REWARDING PERFORMANCES:

REWARD & RECOGNITION::

REWARD & RECOGNITION: Evaluating each Job Appraising Effectively Rewarding exceptional performance

Rewards & Recognitions::

Rewards & Recognitions:

Rewards & Recognition…:

Rewards & Recognition…

Reward & Recognition>>>:

Reward & Recognition>>> Offering Cash awards Offering Non financial awards Celebrating success

Learning & Development>>>:

Listen to feedback given by the trainees about the Training… Learning & Development>>> Importance of Learning Training Unit members Training Leaders Set an Example to your staff by being Trained yourself…

ANALYSING SKILLS::

ANALYSING SKILLS: Planning Process Determination of Goals Plan the accomplishment Development of Plans and Actions Control and Review procedures Improving a Process Principles of Continuous improvement(KAIZAN) Process of continuous improvement Case studies Idea of TQM/TPM

REDUCING COSTS::

REDUCING COSTS: MATERIAL COSTS ENERGY COST PRODUCTION COSTS OVER HEAD COSTS

Cost control measures>>>:

Cost control measures>>>

DAILY WORK PROCEDURE>>>:

DAILY WORK PROCEDURE>>>

DAILY WORK PROCEDURE>>>:

DAILY WORK PROCEDURE>>>

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Thank you No body gets birth as Learned, But Opportunities make one . -Prabhakaran Nambiar