Good afternoon I am looking for some help with my Supervisio

Good afternoon I am looking for some help with my Supervision Today – 8th Edition * Stephen P. Robbins and David A. DeCenzo textbook, need Thinking Critically question 3-A answered see attached. I truley appreciate any help!

THINKING CRITICALLY Case 1-A: Transition to Supervisor Tristan came in on the ground floor in his company and dismal failure all at once. The department failed to pro- had excelled in his position for several years when he duce at the expected quality level, and turmoil among the was promoted to a supervisory position. He was excited employees was widespread. During the nearly two years the about the increased responsibility and money, and he also enjoyed the status and respect that came with the new title. he was supervisor, Tristan was never able respect of his employees or experience the success in pro- Tristan\'s position was to supervise a new produc duction quality envisioned by the company tion department at a new plant site of his small regional company. In preparation he was ordered to attend a by simply doing well at their job; however, without proper two-week supervisor\'s training program at headquar training, in both supervision and leadership, disappointing ters. As he expected, the training was focused on human outcomes like Tristan\'s are more common than you would resources (HR) concerns, customer satisfaction issues, imagine. Just because an employee is good, or even great, it and corporate quality production expectations. Because does not mean he or she will be a great supervisor. the new location was intended to showcase the compa ny\'s strength in quality manufacturing, he was allowed RESPONDING TO THE CASE to recruit his own team from among the companys statewide employee poo. Several seasoned workers, acquainted with him as a result of his time with the com pany, expressed interest in the startup department In reality, many first-time supervisors earn their position 1-10. If you envision transitioning into a supervisory po sition, what can you do to ensure you don\'t end up like Tristan? 1-11. What supervisory competencies should you work Lauren was hired as the departmental administrative assistant and William was hired as the new line foreman Tristan was elated and felt that things were moving ahead quickly enough for his superiors to be pleased with the progress he was making. He continued to fill the necessary positions. Wit going. Everyone was excited, attitudes were positive, and he was looking forward to the inaugural production run to develop? Why? 1-12. Which of the four management functions do you believe most supervisors need help with? Why do you think this is the case? hin a month the department was ready to get1-13. The role of supervisor can be considered a first step toward management. What are the benefits and potential disadvantages of pursuing a management career Tristan had never held a supervisory position before yet he knew Lauren and William were both stron employees with great work ethic. He was certain every one he selected possessed a similar work ethic and w driven to succeed. However, this quickly proved erro Dave couldn\'t have been more excited. Working for Google neous, and when it became obvious the hoped-for pro- he knew they didn\'t do anything halfway. So when he had duction quality was nonexistent, everything became a the opportunity to be part of a new supervisor training Case 1-B: Build a Better Boss

Solution

1-10: changing into a manager doesn\'t essentially need you to abandon the relationships you enjoyed before changing into a manager. If you had common interest outside of labor before you became a supervisor, there\'s no reason the social association cannot continue. However, your relationships with operative staff ar absolute to naturally amendment. you\'re currently a supervisor and, as such, your priorities don\'t seem to be constant as those of operatives. Chapter one points out the very fact that, as a supervisor, you\'ll need to play several roles and wear many alternative hats.



1-11: victorious supervisors should possess four vital competencies: technical, social, conceptual, and political competencies. Supervisors need technical competence—the ability to use specialised data or experience. It’s tough, if not not possible, to supervise staff with specialised skills effectively if you don’t have associate degree adequate understanding of the technical aspects of their jobs. the flexibility to figure well with staff, perceive worker desires, communicate well, and inspire others—both separately and in groups—constitutes social ability. robust abstracttalents enable a supervisor to ascertain that the organization may be a advanced system of the many reticulate components robust abstract talents facilitate managers observe choices. Political ability is that the supervisor’s ability to boost his or her power, build an influence base, and establish the “right” connections within the organization.



1-12: A technical job permits the individual to directly exercise his or her talent and experience on the task. peopleoperating in a very technical capability ar typically accountable just for themselves within the geographic point. Supervisors, on the opposite hand, carry the responsibility of a whole line of business or division, as an example, as well as all staff. Supervisors conjointly probably share bigger input within the structure coming up with method. the flexibility to figure well with folks, perceive their desires, communicate well, and inspire others—both separatelyand in groups—constitutes social ability. many of us ar technically skillful however interpersonally incompetent. Supervisors should have sensible social skills to speak, motivate, negotiate, delegate, and resolve conflicts.

1-13: people in management might build a lot of important contributions within the coming up with method and have a lot of direct input into the daily operations of the organization. additionally, members of management play a a lot of direct role in motivating employees and, perhaps, in shaping structure culture. On the opposite hand, managers ar typically needed to figure long hours. they\'re liable for the legal and moral actions of the organization, still as liable for the organization’s potency and profit. Managers typically “wear plenty of hats” and sometimes face role overload.