At the end of this SESSION participants will be able to:
• Describe different supervisory roles.
• Identify necessary supervisory skills.
• Describe the conceptual model of Situational Supervision.
• Identify behaviors associated with both supervision styles
and employee development.
• Using a supervisory check list
• Monitoring and Monitoring tool
SITUATION ANALYSIS MONITORING
MOTIVATING PEOPLE TO DO THEIR BEST
• Typically supervision refers to the activity carried out by
supervisors to oversee the productivity and progress of
employees who report directly to them.
• Supervision is a management activity and supervisors
have a management role in the organization.
• Supervisors convey information and directives from
upper management to employees and are responsible
for getting work done.
• An art or process by which designated individual or
group of individuals oversee the work of others and
establish control to improve the work and as well as the
• Role Model
• Communicate and clarify major job duties,
priorities, and expectations.
• Establish and communicate performance
• Monitor employees' performance through
observation, discussion, etc.
• Document good and unacceptable
• Provide continuous coaching and constructive
feedback in a timely manner.
• Hold performance discussions (at least
• Correct poor performance and reinforce good
• Help employees to develop skills and abilities
for improved performance.
• Provide necessary information, resources, and
opportunities to help accomplish key objectives
• Job Description
• Performance Standards
• Observation & Feedback
• Performance Appraisal
• Performance Development
Performance Analysis Matrix
appropriate job knowledge and skills?
Motivation Resource or
Does the employee have the
low Does the employee have the proper High
attitude (desire) to perform the job?
Basic reasons why employees do not perform well)
• Lack of skills
• Lack of Information
• Motivational Issues
• Personal Issues
• Environmetal Issues
Stages of an employee joining an
• What do I get ?
• What do I give ?
• Do I belong here ?
• How we all can grow ?
How to motivate?
• Do I know what is expected of me at work?
• Do I have the materials and equipment I need to do my
• At work, do I have the opportunity to do what I do best
• In the last seven days, have I received recognition or
praise for doing good
• Does my supervisor, or someone at work, seem to care
about me as a
• Is there someone at work who encourages my
How to motivate? (contd.)
• At work, do my opinions seem to count?
• Does the mission/purpose of my company make me feel
my job is important?
• Are my co-workers committed to doing quality work?
• Do I have a best friend at work?
• In the last six months, has someone at work talked to me
about my progress?
• This last year, have I had opportunities at work to learn
USING A SUPERVISORY CHECK LIST
• It’s a tool to ensure a systematic approach to supervision
by reminding the supervisors to focus on the
knowledge,skill,major activities,plans and performance of
• No checklist format ideal for all situations
• To be developed to suit his specific needs
• Two essential parts:1) List of activities and skills to be
supervised.2) Space for the supervisor to make notes on
• Would you drive in a Car only using the
Monitoring: routine or continuous measurement
of progress while the project is ongoing
1. Checking and measuring progress
2. Analyzing the situation
3. Reacting to new events, opportunities, and
If you can’t measure it –
You probably can,t manage it
1. Define Objectives
2. Develop Indicators
3. Collect Data
Program Implementation Plan
GANTT Chart (Activity vs. Time)
Other pre-designed tools:
Evaluation: Measurement of progress, results,
and impact when project is completed
Cost Quality Scope
Differences Between Monitoring
Frequenc Continuous Episodic (end of
Focus Tracking Progress / Critique
Purpose Improve efficiency, adjust Improve
work plan effectiveness,
Differences Between Monitoring and
Component Inputs, outputs, process Effectiveness,
s outcomes, work plans relevance, impact,
Information Routine systems, field Same + surveys,
Sources observations, progress
Conducted Project manager, Program
by program manager, managers,
supervisor, team lead external parties,