Business Studies · Ch 7 — Directing
Supervision
Supervision
Supervision as an Element of Directing
Supervision is one of the four key elements of directing (along with motivation, leadership, and communication). The term can be understood in two distinct ways.
First, as an element of directing, supervision is a process that every manager performs. Every manager, regardless of their level, supervises their subordinates. In this sense, supervision means guiding the efforts of employees and other resources to accomplish the desired objectives. It involves overseeing what is being done by subordinates and giving instructions to ensure optimum utilisation of resources and achievement of work targets.
Second, supervision can be understood as a function performed by a specific person — the supervisor — who occupies a particular position in the organisational hierarchy. The supervisor is placed at the operative level, immediately above the workers. This is the only managerial position that has direct, day-to-day contact with the workers at the bottom level. Other managers do not have this direct touch with the lowest-level employees.
The supervisor is the only manager who works directly with workers at the operative level. This makes the supervisor's role vital to any organisation.
Importance of Supervision
The importance of supervision can be understood from the multiple roles a supervisor performs. These are explained below:
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Guide, friend, and philosopher to workers: The supervisor maintains day-to-day contact and friendly relations with workers. A good supervisor acts as a guide, friend, and philosopher to them.
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Link between workers and management: The supervisor acts as a bridge. On one hand, he conveys management's ideas and instructions to the workers. On the other hand, he communicates workers' problems and concerns to the management. This two-way communication helps avoid misunderstandings and conflicts between management and employees.
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Maintains group unity: The supervisor plays a key role in maintaining group unity among the workers under his control. He sorts out internal differences and maintains harmony among workers.
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Ensures performance of work according to targets: The supervisor takes responsibility for task achievement. He ensures that work is performed according to the set targets and motivates his workers effectively to achieve those targets.
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Provides on-the-job training: A skilled and knowledgeable supervisor provides good on-the-job training to workers and employees. This helps build an efficient team of workers.
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Influences workers through leadership: Supervisory leadership plays a key role in influencing workers. A supervisor with good leadership qualities can build high morale among workers.
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Gives feedback and suggests improvement: A good supervisor analyses the work performed and gives feedback to workers. He suggests ways and means of developing work skills.
The Case of Rashmi Joshi — A Lesson in Supervision and Motivation …
Rashmi Joshi had been a district sales manager with Fine Productions for ten years. She was recognised by her peers and supervisors as a person who managed department in a good way. However, everyone realised that Rashmi was extremely ambitious and was seeking a higher-level management position. When one of her sales representatives did a good job, she would attempt to take the credit. However, if a problem arose, she thought it was not her fault. When the marketing manager retired, Rashmi applied for the position. The company decided to do a thorough search because of the responsibility and importance associated with the position. When the search was concluded, the decision was made to fill the position by a person from outside the company. The consensus of top management was that Rashmi, although a good district sales manager might have difficulties in working with her new peer groups. They felt that she might displease the other managers if she tried to take credit for their work and, as a result, their performance would suffer.
Rashmi was heart-broken. She had wanted that particular job for a long time and had dedicated all her energies towards obtaining it. She became very despondent and her work deteriorated. The department functioned inspite of her, not because of her. Decisions were made slowly if at all and she began to be late with her sales reports. Although her sales staff continued to be productive, Rashmi could not take the credit.
When the new marketing manager took over, one of the first major problems that he confronted was how to motivate and inspire Rashmi to her former level of performance. He recognised that Rashmi had been with the company for a long time but something had to be done to motivate her to perform really well. …