Discuss the Role of the Supervisor in Organizational Planning

Course designation Supervisory guidance Submission Date 22 October 2012 One period deed connections Report TABLE OF CONTENTS unofficial of the Case3 Statement of the Problem4 Core Problem4 Satellite Problems6 Recommendations 16 Reason fitting Assumptions19 Bibliography 20 compact of the caseOne Stop Production is a garment manufacturer specializing in the product of school uni material bodys. Ms. Susan Holford shargond the lotment of the business with her forefather Mr. Amos Holford over the past tense two courses and go forth assume full responsibility for lead of the association upon his retirement. She has a team of supervisors whose length of tenure with the business exceeds her suffer involvement with One Stop Production, and in general employees deliver performed the equivalent functions from the business inception. The attractionship styles of Susan and her father differ drastically.Motivated by her intention to manage the business in a divers(prenominal) manner than her father, Susan is overwhelmed by the difficulties face her particularly the declining production and gross revenue figures, and what she views as the refusal of the employees to improve production levels. This reputation outlines the challenges facing the business and its new manager Susan. It lead first reiterate the existing problems, and then establish unique(predicate)ally the meat problem and air problems that exist where needful reasonable assumptions will be drawn and support by evidence from the business.The report will then provide recommendations that will empower Susan, as leader, to chart the future course of the organization. This will be followed by a conclusion that unifies the various elements of the report. STATEMENT OF THE Problem in spite of appearance different organizations one will find varying organizational structures and environments which head to the overall organizational culture. Entwined in here be the worry and leadership sty les, values and beliefs that exist within the organization.As this case analysis was thoroughly investigated, we find that the One Stop Production Company had some major problems ( interest confer with 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 unable Leadership and Organization precaution. Whilst the satellite problems include ? Poor Organizational Structure ?Poor watchfulness * No Clear Goals ?Ineffective Communication CORE PROBLEM Ineffective Leadership In this company, we will examine the leadership skills within the organisation.A leaders map is to set the direction for establishing a clear fancy by taking risks, sharing and communicating the vision with differents so that they will follow willingly. It also includes motivating and inspiring mental faculty by expanding force through producing change, aligning contingencies by bringing e realone together and balancing the unlike 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) air PROBLEMSPoor Organisational Structure An organisational structure defines how job tasks are formally divided assort and coordinated (Robbins & Judge 2010, p. 488). Within the One Stop Production Company the organizational structure was not all the agency defined which often resulted in conflicts due to mixed instructions. Mr. Holford, although delegating the majority of functions and running of the operation to his supervisors, assuage constantly moved around giving random instructions to different employees regardless of division. Ms. Holford wants to restructure the organization having references and job functions clearly defined.In addition she intends to institute specific supervisors to specific inci sions which would define the levels of authority Line or in operation(p) allowing both 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 in effect (Robbins & Coulter p. 6). Ms. Holford never 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 autocratic style of management and does not institutionalize the knowledge of the staff. This wish of trust has resulted in her inability to select specific supervisors to specific department. She has precise good ideas and intentions for the organization provided a lack of management training proves to be a major deficiency. She does not work the co-operation of the workers and as a result her suggestions are not acted on. Ms. Holford believes the selection of a mana ger to run things for her is imperative however she does not know how to go about this process.Ineffective Communication Communication is the transfer and understanding of meaning. It serves four major functions within a group or organization control, motivation, emotional expression and information. As seen in this case the flow of communication serves one primary(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 elbow room 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 wi thin her the skills which are necessary for her to manage the organization as head the workers. Leadership & Learning are indispensible to each other. It is known that effective Leaders are not forever born but can be trained. Hire a clement Resources Manager Human resource managers have a key role to play to help a company achieve its marks and run effectively. HR managers assist employees with matters relating to their employment andalso help employees with questions regarding health insurance 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 plan This should include the Goal settheory which involves establishingspecific, measurable, achievable, virtual(prenominal) and timely (S. M. A. R. T) objectives. Work on the theory of goal-setting suggests that its an effective son of a bitch 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 forthwith 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 organised for all supervisors. The supervisors are a direct link between 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 superv isors and staff and learn the business, while also truly learn about the staff. She should form a committee of Management from among the key stakeholders in the Company. The Supervisors should be able to communicate 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 through with a company in a similar market. For instance sales maybe tied in to the start of the school year where for evident 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 bee n doing the same jobs since inception.New engineering may be available to growing the efficiency of some processes and the training of workers in the use of new technology or processes to increase productivity and overall job efficiency. * Staff esprit de corps 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 produce more and build up their morale. CONCLUSIONThe members of our group believe that afterwards 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 observe that these recommendations have to be implemented overtime and the changing process should be a gradual one as from th e case it appears that the employees are very resistant to sudden change. It should be gradually incorporated into 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, washbowl P. John P Kotter on what leaders really do Harvard line of reasoning Press, 1999 Robbins, SP. Coulter, M. Management. New Jersey Pearson Education, Inc. , 2007 Robbins, SP. Judge, TA. Organisational Behavior Thirteen ed. Upper 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 eighth Ed, p. 382 www. businessdictionary. com Barbados Institute of Management and Productivity Course Manual 2012