Assessment Details (PE2 Moodle Course) No.2 Essay Example

  • Category:
    Management
  • Document type:
    Essay
  • Level:
    Undergraduate
  • Page:
    2
  • Words:
    1489

Supervisory values and practices are extremely influential in any organisation. These values cut across several elements in the organisation such as management education labour management and responsibilities (Erdreich et al., 1998). Carrying out analysis on supervisory and management perspective outlays the differences managers experience in the organisation (Bartlett and Ghoshal, 1993). Supervisory and management perspectives in the organisation are a fundamental framework to enhance competency among the staff. It contributes to the maintenance and improvement in quality practices in the organisation (Peterson, 1972). They carry out significant roles of developing and implementing strategic plans for the organisation and the work unit they are in charge of. Poor supervision can be an enormous cost for both individual employee and the organisation as a whole (Erdreich et al., 1998). Organisations are driven with crucial factors from external and internal environment to ensure they come up with innovations as well as achieve their goals (Bartlett and Ghoshal, 1993). This pushes them to initiate measures that will solve problems that may hinder the organisation from attaining their goals (Bartlett and Ghoshal, 1993).

This venture will see to it that professionals will be developed through changes initiated by the management of the organisation. Professionalism and regulations set up assists the organisation to identify issues and shortcomings that challenge the organisation (Parker, 1978). The supervisory framework will be much effective in recommending problem solving measures to be undertaken. The framework focus will be mostly on staff time and efforts spent in completing organisational tasks (Peterson, 1972). This focus obliges the staff to technically workout the tasks delegated to them is handled in a mission oriented manner. This ensures the organisation is working in a unitary direction (Erdreich et al., 1998). All segments of the organisation are working towards one common goal.

Furthermore, the management framework will look into finance and accounting of the organisation. This will entail how the management of the organisation manages its resources (Parker, 1978). The organisation will look into possible means to cut down on unnecessary expenses within the organisation. This economical cut highly affects the organisation long-term strategies. It also puts supervisors minimise and utilise funds meant for training needs in a positive manner (Parker, 1978). The budgetary constraints should not hinder supervisors in delegating their responsibilities. The management is expected to see to it that adequate funds are channelled to improve the organisations’ activities.

Apart from assets and investments, management of employee responsibility is also a serious issue that this perspective has to look into. The framework should look forward to ensure that the personnel delegated with responsibilities are highly qualified and efficient (Erdreich et al., 1998). The employees must be well motivated so as to accomplish the mission oriented work. Motivating employees entail rewards, encouragement, and eliminating the performance and conduct problems which hinder productivity. The supervisory responsibility on human resource begins by recruiting and selecting employees who can handle the job adequately. The management has to drive up the hiring decisions when focusing on long term objectives. They should evaluate the negative consequences that come with such a decision. The hiring process is a technical task in the human resource department. The problems that affect this department are staffing, training and performance management (Bartlett and Ghoshal, 1993).

The human resource managers will carry out an internal survey to select possible candidate to appoint in open vacancies. This move is seen as a way to cut on overspending in resources and time. Selecting an employee from within saves the supervisor disappointments and frustrations. Employees from within have better performance capability since they have been moulded properly by the same supervisors hence they suit the vacant position. For fairness in appointing qualified candidates, the supervisors have to cast the best mechanism in assessment and evaluation of the job applicants. The consequences of poor hiring decision will in turn affect the performance of the entire unit (Pierce & Rowell, 2005).

Proper recruiting process will be supplemented by intensive training and development (Erdreich et al., 1998). Most supervisors with employees under the training program will look forward to the new skills and knowledge to be introduced in the organisation. This anticipation makes supervisors envision the future of the company hence they tighten the current work force to strengthen the standards (Pierce & Rowell, 2005). Despite the stern measures for strict upward performance, the supervisors should understand public policy and goals and relate them to the human resource management this will assist in creating a mutual working relationship between the employees and management (Pierce & Rowell, 2005). This will enable them to meet both individual and organisational needs. Well trained supervisors and employees result to smooth operations in the organisation (Pierce & Rowell, 2005). These individuals will be at a better position to offer guidance, structure and encouragement to subordinates and newly recruited trainees (Bartlett and Ghoshal, 1993).

Developing effective supervision skills will call for intensive learning process for the supervisors. Learning these skills requires the supervisors to be effective and efficient in delegating their responsibilities (Peterson, 1972). The supervisors develop their skills in order to provide a safer and conducive environment for employees to work. The supervisors should also be mentors to the employees (Erdreich et al., 1998). They should instil self awareness motivation, autonomy in their functioning. All in all an effective supervisor should be able to support growth of his supervisee, unite the team to perform as a unit and praise the best performers. In addition, the supervisor should set high expectations for his team (Erdreich et al., 1998). Accountability should drive the motives of the supervisor in establishing independence and fairness within the organisation. The supervisor should be a keen listener and a person who advocates transparency (Erdreich et al., 1998). Furthermore, the supervisor should reinforce relationships among the employees which spark sharing and creation of opportunities for the staff to accomplish their obligation in the organisation (Pierce & Rowell, 2005).

Performance management is another crucial element supervisors consider in their job perspective (Erdreich et al., 1998). The system of management will make it easier for supervisors to handle performance problems. This entails punishing the employees who derail company’s objectives. The interference of performance systems in supervisory perspectives frustrates efforts put up by supervisors to deal with poor performers in the organisation. In addition, other distinctive factors that affect their supervisory in performance management include; employee’s attitude, lack of confidence, insufficient support from the top management and lack of training in handling performance problems (Pierce & Rowell, 2005). The supervisory and management perspective should be able to communicate candidly with employees when the employees have dropped in productivity (Bartlett and Ghoshal, 1993). The management systems put in place should be in the fore front to see the process of eliminating poor performers is successful. Supervisors on their part are expected to discipline those who seem not to align to organisational goals (Erdreich et al., 1998). An employee who performs poorly is considered a liability to the organisation since he or she eats up organisations time and resources. As a result, supervisory support system enforces punishment to such performers in a bid to drive the organisation back on achieving its goals (Pierce & Rowell, 2005).

With the various management systems and techniques, the issues affecting organisations can be approached via several ways. Management sought these various avenues to solve problems within the organisation (Bartlett and Ghoshal, 1993). Some of the criteria used in management nowadays are; management by objective where by the organisation will strictly align their activities to the mission and strategic functions (Parker, 1978). Other techniques are transactional leadership and management strategy. This technique implies the management is obligated to teach its employees leadership and managerial skills. In addition, they are obliged to relegate leadership roles to potential leaders within the organisation (Erdreich et al., 1998). This technique will enable the organisation to tackle the problem of few leaders and incompetent staff to take up leadership roles. The conceptualising of emerging management perspectives in disciplinary foundation highlights differences in the organisation (Bartlett and Ghoshal, 1993). The organisation should complement the efforts put up by the supervisory system and offer them standardised training curriculum when they are promoted to take up leadership and managerial positions (Parker, 1978). Supervisory approach remains a strong approach to tackle problems facing the organisation at different managerial level (Peterson, 1972).

References

Bartlett, C. A. & Ghoshal, S. (1993), Beyond the M-form: Toward a managerial theory of the firm. Strategic Management Journal. 14(2), 23–46.

Erdreich, B. L., Slavet, S.B. & Marshall, S. T. (1998). Federal Supervisors and Strategic Human Resources Management. Office of policy and evaluation perspectives. 1-14. Retrieved from http://www.mspb.gov/netsearch/viewdocs.aspx?docnumber=280538&version=280868&application=ACROBAT

Parker, N. A. (1978). The tongue-in-cheek approach to management theories. Workforce Management, 57(7), 381-381.

Peterson, R. B. (1972). A cross-cultural perspective of supervisory values. Academy of Management Journal, 15(1), 105-105.

Pierce, R. A. & Rowell, J. S. (2005). The 10 Keys to Effective Supervision a Developmental Approach. Rising Sun Consultants. 1-3. Retrieved from http://www.risingsunconsultants.com/images/white_papers/PDFs/Supervision-Short.pdf