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| Prescription: SS600 (SS200)Supervisory Skills |
| Aim of Module | To enable students to understand the basic principles of people management and how to operate in a supervisory position in contemporary New Zealand.
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| Credits | 7
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| Student Learning hours | 70
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| Content Revised | 2002
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| Prescription Expiry Date | Nov 2005
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LEARNING OUTCOMES
The Student Will
| | | | | C | 1 | Understand the role and function of a supervisor. | | | | | A | 2 | Understand and demonstrate planning techniques and control methods. | | | | | A | 3 | Apply leadership styles. | | | | | A | 4 | Apply motivational theories. | | | | | A | 5 | Demonstrate the delegation process. | | |
CONTENT
| | | | > | The concept of management. | | | | | | > | Why managers and organisations are needed. | | | | | | > | The organising process and its importance for organisations. | | | | | | > | Basic functions of managers and how these differ at different levels of management ie: top, middle and 1st line. | | | | | | > | Span of control and "tall" versus "flat" organisation structures. | | | | | | > | The difference between line and staff functions. | | | | | | > | What is meant by power, influence and authority. | | | | | | > | The sources of power in organisations. | | | | | | > | The need for and the concept of Change Management. | | |
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| | | | > | Managerial planning and its importance. | | | | | | > | Various kinds of plans used at different levels. | | | | | | > | The link between planning and control and why control function is necessary. (refer to Management By Objectives as a useful linkage). | | | | | | > | The steps in the control process and the different types of control methods. | | | | | | > | The barriers to effective planning and how to overcome them. | | | | | | > | The steps in planning. | | | | | | > | The criteria for an effective objective and writing objectives relevant to the workplace. | | | | | | > | Using planning techniques. | | |
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| | | | > | The leadership process. | | | | | | > | The main theories relating to styles of leadership e.g. Tannenbaum & Schmidt continuum, Blake & Mouton managerial grid, Likert's Leadership Systems, Hersey & Blanchard Life Cycle, and the need for style flexibility. | | | | | | > | Using leadership styles. | | |
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| | | | > | Definition of "motivation" and its relevance to managers. | | | | | | > | The main motivational theories e.g. Maslow's hierarchy of needs, Herzberg's two factor theory and job enrichment, McGregor Theory X & Y, Expectancy Theory, Skinner (Reinforcement) Theory, Equity Theory and the relevance of these to today's managers. | | | | | | > | The relationship of money and motivation. | | | | | | > | Using motivational theories. | | |
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| | | | > | What is meant by "delegation". | | | | | | > | The advantages of and barriers to delegation. | | | | | | > | Using delegation. | | |
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| | | | Note | | TEACHING/LEARNING METHODS | | | | | > | Must include simulated planning process, role plays in leadership, motivation and delegation, case studies | | |
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