Supervisors,Managers and Employees
Supervisors,Managers and Employees
Thediscussion in this paper will illustrate that the roles ofsupervisors and managers are important in interacting employees toachieve organizational functions. This paper will explore the rolesof supervisors and managers, and the relationship between these twowith their employees in guiding the organizational realization ofit`s full potential despite the challenges involved. Moreover, thispaper will explore the traits of effective managers and how they arerelated to the functions of managers
Asupervisor is an overseer or a foreman who has been entrusted with aset of tasks, section or team to manage. An employee in anorganization will be termed as a supervisor if he has the authorityto give instructions to a team of subordinates and oversee their taskexecution. In addition, a supervisor will be a person who takesresponsibility of tasks executed by other employees that he or sheoversees. A supervisor has a number of distinct roles andresponsibilities that he plays in a typical organization.
Asupervisor has the role of coaching the staff under his authority andresponsibility. He is the person who performs the coaching role toall the new employees that are placed under his watch. The role ofcoaching is important so as to introduce new staff to theorganizational functions and how the firm operates. The supervisor isresponsible to teach them how to apply their skills and knowledgeappropriate for the benefit of the firm. Through his coaching role, asupervisor is able to incorporate all the employees into a team thatworks under his or her watch (Daft & Armstrong, 2009). Thesupervisor also coaches existing employees on how to adapt to changesin policies or working methodologies in the firm. The role of a coachis unique to a supervisor because he leads a team of staff doingrelated roles different to others in a department or organization.
Asupervisor has a role of a mentor and a leader in the organization toa team of staff that he leads. This role is unique to a supervisorbecause employees will easily relate to him or her as the first pointof contact between them and the management when executing tasks(McNamara,2013).A supervisor becomes a mentor because he is involved in developingthe skills of the teams he is leading. For the employees under asupervisor to grow professionally, a supervisor must be involvedguiding their understanding of both the profession and theorganization (Daft & Armstrong, 2009). This way, the supervisorassumes the role of a leader by being a servant of the staff due tohis influence in the way they work. This is because for thesupervisor to guide staff as a mentor and as a leader, he has to workwith the employees he is mentoring and leading.
Asupervisor has a big role in balancing the interests of the employeesand those of the organization by advocating for both sides. Asupervisor has the role to advocate for the organizational policiesand mandates to the employees (Williams & Kinicki, 2006). Inaddition, a supervisor has the role of advocating for the employeeshe works with and stand by their issue and rights. However, to carrythese two roles, a supervisor has to strike a good balance betweenthe two interests. The supervisor has two main sides to get involvedwith on a daily basis the employees` perspectives towards theorganization and the management demands of employees (McNamara,2013). The supervisor has the role of understanding both sides and makingdecisions that will lead to a unified solution that will bring theinterests of these two sides to the benefit of achievingorganizational goals.
Oneof the traits of effective managers is people skills to help themestablish a proper relationship with people. A manager has to haveexcellent people skills in order to understand the concerns of hisemployees and supervisors in the firm. This way, he will be able torelate to them at personal and professional levels in order to makethe process of communication more effective (Schultz,2010).Through effective people skills, the manager will be able to allocatefunctions and tasks effectively and create a warm workingenvironment. In addition, a manager will be able to establish betterworking relationships with other stakeholders such as suppliers andcustomers. Through such skills, a manager will be able to createcustomer satisfaction that will propel the firm to better performancedue to loyalty (Schultz,2010).
Thistrait fits all the functions of management and at all perspectives.This is because a manager will need to relate to people at differentlevels in order to achieve the functions of the management (Daft &Armstrong, 2009). For instance, people skills will be needed instaffing and managing of human resource. In addition, managers willneed to have excellent people skills to coordinate activities in thefirm and carry the organizing function in a firm. Moreover, peopleskills will be needed in coordinating other people`s ideas during theplanning process and also in the function of controlling in anorganization.
Anothercritical trait of a manager is servant hood. This is not aconventional trait for conventional managers, but it is one of themost traits that drive the modern management skills. A manager needto be service oriented and ready to work with other people and not tomake them work. An effective manager should not only make peoplework, but also show people how to work and perform the desiredresults (Williams & Kinicki, 2006). This can only be done when amanager has the character of service as opposed to command.
Thistrait is important in the achievement of the functions of managementsince it is the trait that makes the manager involved in theirexecution. A manager will need to be service oriented so as to be agood organizer and a coordinator at the firm in order to bring allthe departments and supervisors together (Williams & Kinicki,2006). To perform proper controlling and staffing, a manager has tobe involved in service and task execution of the functions at alltimes and not just directing on what has to be done.
Oneof the most important traits an effective manager should have isadaptable to change. Kotterand Cohen (2002) argue that a managershould be able to appreciate new things and new innovations in orderto guide the firm through the dynamic business environment. With theexternal and internal business fundamentals and factors changingrapidly, a manager should be able to discern these changes and makepolicies that are informed by the environment (Worthington &Britton, 2006). Worthington and Britton (2006) argue that this canonly be possible if a manager appreciates change and is adaptable toinnovation.
Thistrait is important in executing the planning function by the managersince the process involves setting of future policies and goals incurrent time. Planning will require a manager to anticipate forchanges in the business environment and will also demand flexibilitythat can only be present if a manager is adaptable to change (Kotter& Cohen, 2002).Adaptability will be important in the coordination and controllingfunctions by shaping the structure of the firm to respond to theenvironmental dynamics.
Relationshipbetween Managers, Supervisors, and Employees
Therelationship between these three levels of human resource in a firmis portrayed in task execution process. The managers provideguidelines to be followed by the all other employees, including thesupervisors. In addition, managers give directions that should befollowed by employees and the supervisors in order to direct theirefforts and functions in achieving the goals of the organization.This means that the management becomes the point of unison of thethree groups of employees. The functions of a manager are reflectedin the supervisors who directly relate to the employees to executethe directives and the guidelines (Williams & Kinicki, 2006).This means that without the employees, the managers and supervisorscannot find their authority and directives fulfilled.
Employeesand supervisors provide the managers with human resource to relatetheir role too. The role of managers is to coordinate, organize,control, plan and carry out staffing. However, these functions aredone by the supervisor and the employees under the direction ofmanagers. This means that the interaction between the three levels ofhuman resource is interdependent on each other (Daft & Armstrong,2009). Each role of the three levels is fulfilled by the otherlevel, which makes the relationship between them critical to theachievement of the goals of the organization. To achieve maximumpotential of the organization, solid relationship between theselevels of the organization should be established. This way, the firmwill utilize the potential of each employee, supervisor, manager andphysical resources to full potential.
Theright employees for the firm will introduce quality service and givethe firm best results. Williams and Kinicki (2006) argue that thiswill give the firm a competitive edge due to the satisfactory serviceand dedication offered by the employees. Moreover, finding the rightemployees provides excellence in task execution to the firm. Theright employees are the best in executing tasks which are the corefunctions that drive the organization to its goals. The organizationwill need the right employees for each job in order to establish thebest practices in the firm that will be adapted by precedingemployees.
Challengesof Supervisors in Multicultural Society
Oneof the most common challenges a supervisor faces in staffing foreignstaff is cultural differences and communication problems (Forey &Lockwood, 2011). This is because the differences hinder thecommunication process due to the diverse cultural aspects used toencode and decode the message. Another challenge is adapting to theeconomic, political and legal environment presented by the foreignpositions. For instance, they face challenges of understanding andincorporating foreign laws on human resource, taxation and staffingrequirements.
Anorganization is mandated to operate towards meeting its objectivesthrough the interactions of three main groups employees, supervisorsand managers. In an organization, the roles of each of these groupsare important in the daily operation of the organization. Despitehaving different mandates and roles, employees, supervisors andmanagers must work to meet the objectives of the organization`smission and vision statements. The understanding of the roles andtraits of the managers and supervisor as well as the relationshipwith employees illustrates how important these three levels of humanresource are important to an organization.
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