Stepping up to supervisor / Marion E. Haynes

Stepping up to supervisor /, Stepping

Part I. Introduction -- Chapter 1. What's Different Now That You're Boss? -- Part II. Being Personally Effective -- Chapter 2. Establishing Your Authority -- Chapter 3. Communicating for Understanding -- Chapter 4. Asserting Yourself -- Chapter 5. Dealing with Conflict -- Chapter 6. Dealing with Stress -- Chapter 7. Planning Your Projects and Activities -- Chapter 8. Managing Your Time -- Chapter 9. Observing the Rules -- Part III. Working with Individuals -- Chapter 10. Getting Work Done Through Others -- Chapter 11. Providing Feedback to Employees -- Chapter 12. Training Your Staff -- Chapter 13. Evaluating Employee Performance -- Chapter 14. Reviewing Employee Performance -- Chapter 15. Handling Performance Improvement Problems -- Chapter 16. Handling Discipline -- Chapter 17. Handling Employee Terminations -- Part IV. Working With Groups -- Chapter 18. Staffing Your Work Group -- Chapter 19. Organizing Your Work Group -- Chapter 20. Using the Talent in Your Group -- Chapter 21. Making Decisions That Get Results -- Chapter 22. Conducting Meetings That Get Things Done -- Chapter 23. Improving Productivity -- Chapter 24. Handling Employee Complaints -- Chapter 25. Building an Effective Team.

It happens every day. The setting changes, but the event is the same. Someone is selected and promoted to the position of first-level supervisor. Typically, the one selected is expected to make the change in job duties with little help or guidance. A common way new supervisors deal with this change is to consider how supervisors they have worked for in the past handled the job. Using this as a starting point, they decide not to do some things that they saw as ineffective or inappropriate. They also decide to add other things that they consider appropriate and necessary in order to be effective but which were left out by their prior supervisors. This turns out to be a rather haphazard way of defining the supervisory role. It is severely limited by the types of supervision experienced in the past and the insight of the newly promoted person.