Discuss the Role of the Supervisor in Organizational Planning

Course Title Supervisory Management Submission interpret 22 October 2012 One Stop Production Companys Report TABLE OF CONTENTS Summary of the Case3 Statement of the Problem4 Core Problem4 Satellite Problems6 Recommendations 16 level-headed Assumptions19 Bibliography 20 Summary of the caseOne Stop Production is a garment manufacturer specializing in the work of school uniforms. Ms. Susan Holford sh atomic number 18d the management of the blood with her father Mr. Amos Holford every last(predicate) over the past two years and will assume full responsibility for leadership of the company upon his retirement. She has a team of supervisors whose length of tenure with the art exceeds her profess involvement with One Stop Production, and in general employees have performed the same functions from the business inception. The leadership styles of Susan and her father differ drastically.Motivated by her intention to manage the business in a antithetic manner than her father, Susan is overwhelmed by the difficulties facing her particularly the declining production and sales figures, and what she views as the refusal of the employees to improve production levels. This report outlines the challenges facing the business and its novel manager Susan. It will first summarize the existing problems, and then establish specifically the loading problem and satellite problems that exist where necessary liable assumptions will be drawn and supported by evidence from the business.The report will then provide recommendations that will empower Susan, as leader, to chart the coming(prenominal) course of the make-up. This will be followed by a conclusion that unifies the various elements of the report. STATEMENT OF THE Problem Within different organizations ace will find change organizational structures and environments which contribute to the overall organizational culture. Entwined in here are the management and leadership styles, values and beliefs that exist within th e organization.As this case analysis was exhaustively investigated, we discovered that the One Stop Production Company had some major problems (Please refer to Exhibit 1. 0). After careful consideration and collaboration it has been established that the core problem which hinders the success of the company is Ineffective leadinghip and Organization Management. Whilst the satellite problems include ? Poor Organizational Structure ?Poor Management * No Clear Goals ?Ineffective Communication CORE PROBLEM Ineffective Leadership In this company, we will examine the leadership skills within the organisation.A leaders utilization is to set the direction for establishing a clear vision by taking risks, sharing and communicating the vision with others so that they will follow willingly. It also includes motivation and inspiring cater by expanding energy through producing change, aligning contingencies by bringing everyone together and balancing the conflicting interests of all members or stakeholders. (www. businessdictionary. com) The art of getting employees together on a common platform and extracting the best out of them refers to effective organisation management. (www. managementstudyguide. com) SATELLITE PROBLEMSPoor Organisational Structure An organisational structure defines how job tasks are officially divided grouped and coordinated (Robbins & Judge 2010, p. 488). Within the One Stop Production Company the organizational structure was non clearly defined which ofttimes resulted in conflicts due to mixed instructions. Mr. Holford, although delegating the majority of functions and running of the operation to his supervisors, still constantly moved around giving random instructions to different employees regardless of department. Ms. Holford wants to restructure the organization having utilizations and job functions clearly defined.In addition she intends to appoint specific supervisors to specific departments which would define the levels of authorit y Line or functional allowing two employees ad superiors to know who was responsible for what. Poor Management Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively (Robbins & Coulter p. 6). Ms. Holford neer found the time to pursue management because her father had left the management of all three areas of the organization largely up to her Ms.Holford exhibits a type of exacting style of management and does not corporate trust the knowledge of the staff. This lack of trust has resulted in her inability to select specific supervisors to specific department. She has very good ideas and intentions for the organization however a lack of management training proves to be a major deficiency. She does not have the co-operation of the workers and as a result her suggestions are not acted on. Ms. Holford believes the selection of a manager to run things for her is imperative however she does not kn ow how to go about this process.Ineffective Communication Communication is the transfer and understanding of meaning. It serves foursome major functions within a group or organization control, motivation, emotional expression and information. As seen in this case the flow of communication serves one master(prenominal) purpose and that is control. Employees are made aware of Ms. Holfords suggestions and intentions at meetings however there appears to be no facility for feedback or input from the employees. The lack of trust in the workers knowledge results in a one way flow of communication. No Clear Goals / Targets The goals of the organization have not been clearly defined and relayed to the workers. The levels of production and sales which are being sought have not been laid out to the workers. RECOMMENDATIONS * Management and Leadership training for Ms. Susan Holford. This is very important so as to develop within her the skills which are necessary for her to manage the organi zation as well the workers. Leadership & Learning are indispensible to each other. It is known that effective Leaders are not always born but kindle be trained. Hire a Human Resources Manager Human resource managers have a key role to play to help a company achieve its objectives and run effectively. HR managers assist employees with matters relating to their employment andalso help employees with questions regarding health amends and other benefits. Hiring and firing employees are both important functions performed by thehumanresources department because there are certain procedures to be followed. However, a crucialroleofhumanresourcesis to work closely with upper management as well as the staff to ensure positive company relations at all times. To assist with the hiring of the Human Resources Manager, we have attached the following document. Please see Exhibit 2. 1, 2. 2, 2. 3 and 2. 4) * Implement a five year strategic syllabus This should include the Goal settingtheory whi ch involves establishingspecific, measurable, achievable, realistic and timely (S. M. A. R. T) objectives. Work on the theory of goal-setting suggests that its an effective tool for making progress by ensuring that participants in a group with a common goal are clearly aware of what is expected from them if an objective is to be achieved. Delegation of work A General Manager should be chosen with the overall responsible for the day to running and they would report directly to Ms. Holford. In addition specific supervisors for the various departments should be put in place to oversee the running of those departments. Training should also be organized for all supervisors. The supervisors are a direct link among management and the workers. (Please refer to Exhibit 3. 0). * Communication has to become a two way process and allow for feedback from the workers. Ms.Holford must spend time with key supervisors and staff and learn the business, while also truly learn about the staff. She sh ould form a committee of Management from among the key stakeholders in the Company. The Supervisors should be able to snuff it any new production and sales targets to their teams directly. * Goals / Targets Production and Sales targets should be set and the targets should be known to all members of staff. The overall goals of the company should be clearly stated and ensure that the operation of each department coincides with the overall goals of the organization.Sales records for the past five years should be analyzed so as to pick up on trends and a comparison done with a company in a similar market. For instance sales maybe tied in to the pop of the school year where for obvious reasons they will be at their highest. This research would aid in the setting of the targets and goals and also identify reasons for drops in sales at particular times. * Production Levels The workers have been doing the same jobs since inception.New technology may be available to increase the efficien cy of some processes and the training of workers in the use of new technology or processes to increase productivity and overall job efficiency. * Staff Morale Despite receiving annual wage increases the employees still appear unhappy and are unwilling to improve production. Ms. Holford should pay attention to what the needs of the workers are. Look at improving the working environment, staff relations. Incentive schemes can be devised to encourage workers to dumbfound more and build up their morale. CONCLUSIONThe members of our group believe that after thoroughly analyzing the main issues of the company, and implementation of the recommendations stated would improve the daily operations and production at the One Stop Production. However it should be noted that these recommendations have to be implemented overtime and the changing process should be a gradual one as from the case it appears that the employees are very resistant to sudden change. It should be gradually incorporated i nto the activities and employees should be clearly shown the importance of it to the company and also the benefits that can be reaped through their assistance.BIBLOGRAPHY Kotter, John P. John P Kotter on what leaders really do Harvard Business Press, 1999 Robbins, SP. Coulter, M. Management. New Jersey Pearson Education, Inc. , 2007 Robbins, SP. Judge, TA. Organisational Behavior Thirteen ed. stop number Saddle River, NJ Prentice Hall, 2008 Robbins, Stephen P. and Judge, Timothy A. Organisational Behaviour. New Jersey Pearson Education, Inc, 2009 Mullins, Laurie J, Management and Organisational Behaviour 8th Ed, p. 382 www. businessdictionary. com Barbados Institute of Management and Productivity Course Manual 2012