Skills for effective supervision
Robert L. Katz (1974) has suggested that
there are three types of skills required for
effective management:
1. technical
2. people
3. conceptual
Technical skills
These are the skills required to get the job done.
Since training is such an important part of the
supervisor’s role, it is essential that the supervisor be
a skilled technician in all the areas they are
managing. For example, it might he necessary for
them to have skills in cooking, taking computer
reservations, providing information, attending rooms,
supervising children, providing nutritional advice and
monitoring chemical levels in the hot tub. Supervisors
who do not have the necessary technical skills find it
hard to retain their credibility with staff. They need
these skills for situations in which they have to assist
others in the team and particularly for troubleshooting
when there is a technical problem
People skills
In leading a team, a supervisor needs to be
sensitive to the needs of others, to
communicate effectively and to bring the group
together so that they can achieve mutually
agreed goals. Listening, questioning,
communicating clearly, handling conflicts, and
providing support and praise are all people
skills.
Conceptual skills
A supervisor does a lot of thinking, especially when
planning or analysing why things aren’t going as expected.
Decision-making and problem-solving are conceptual
skills. For the supervisor, conceptual skills are necessary
for reasonably short-term planning. Senior managers, on
the other hand, require conceptual skills for long-term,
strategic planning as they need to look at issues such as
marketing several years ahead.
In comparing frontline managers (supervisors) and senior
managers, senior managers would need fewer up-to-date
technical skills (for example, they wouldn’t need to know
how modern cellar equipment works) but they would need
vary good conceptual skills for such aspects of the job as
long-term financial planning. Thus at different levels and in
different occupations the mix of skills might be different.
Different mix of skills required by frontline managers and senior managers.
Using a similar model to Katz’s, Henry
Mintzberg (1973) has suggested that the
supervisor has three broad roles:
1. interpersonal (people skills)
2. informational (people and technical skills)
3. decision-making (conceptual)
Legal issues facing supervisors
A number of legal requirements have to be upheld by supervisors on
behalf of their employers. For example, a bar supervisor must ensure
that alcohol is served in the correct measure and that there is no
substitution of inferior products.
The following legislation has implications for supervisors working in
tourism and hospitality.
Trade Practices
This legislation is about providing the goods and services advertised.
This is particularly relevant to the travel sector.
Industrial Relations
Meeting award and other contractual guidelines for pay and other
conditions of work is part of the supervisor’s role. Limiting the
length of shifts and providing breaks are examples. Employers
should also adhere to statute laws relating to industrial relations,
such as Equal Employment Opportunity and Unfair Dismissal
legislation.
Occupational Health and Safety
Occupational Health and Safety legislation requires employers to
provide a safe place of work and safe systems of work. The
supervisor’s role is to ensure that safe systems of work are
developed and enforced. Tools and equipment need to be checked
for safety; keyboard operators must be provided with regular
breaks and ergonomic furniture owing to the repetitive nature of
their work.
Workers’ Compensation
Employees who are injured during their employment are entitled to workers’
compensation. The supervisor’s role is to minimise workplace accidents,
primarily through preventative measures such as safety training, and to assist
in the rehabilitation of workers when they return to work.
Liquor
Liquor legislation covers the sale of alcohol on licensed premises and outlines
limitations such as hours and venues. Serving minors is illegal under this
legislation. Responsible service of alcohol is an important issue for supervisors
who need to provide their staff with training and support on this topic.
Food
Food acts require that food be prepared and handled in a hygienic way in
order to prevent food poisoning. Staff training and the development of systems
and procedures for safe food handling are proactive measures that should be
implemented by supervisors working in the hospitality industry.
Insurance
Some insurances, particularly in the travel industry, are compulsory. One of the
roles of the supervisor is to put in place procedures to keep the number of claims
to a minimum which in turn results in reduced premiums.
Taxation
Employers are obliged to declare accurate business income and to deduct taxes
from the wages and salaries of employees. Employees should not be paid in
cash, without deducting tax, and tills should balance at the end of the trading
period.
Anti-discrimination
Staff and customers cannot be subjected to discrimination on the
basis of such factors as sex or physical impairment. This is an important
consideration for supervisors when selecting or promoting employees.
Ethical issues facing supervisors
Favouritism is one of the most common complaints about supervisors.
Being consistent in handling staff is essential in order to avoid
perceived inequity. Such inequity can arise from the amount of training
or performance counselling given, from promotion of certain
employees and from shifts allocated when rostering. Staff often see it
as unfair if only some people are involved in conversations, or if only
some are given information or attention. Ethical treatment of staff is fair
treatment of staff and one of the surest ways for a supervisor to gain
support and respect.
Another area, which is partly under the control of the supervisor, is allocation of
staff. Where there are inadequate numbers of employees, everyone is placed
under stress, especially if the supervisor promotes overbooking as a hedge against
cancellations. Large numbers of casual and relatively untrained staff also add to
stress levels at work. The issue of appropriate numbers of adequately trained staff
is the most common dilemma for the supervisor if too many employees are
allocated, management will certainly be unhappy about the labour cost!
Confidentiality is an important issue for the supervisor, made particularly complex
when hotel staff suspect a guest might be acting illegally, such as being involved in
drug dealing. An interesting issue concerning customer confidentiality appeared in
the news recently. A resort had reportedly kept records of a guest’s activities which
were later raised in a divorce case. The resort’s efforts to assemble marketing and
other information about their guest had clearly gone beyond the bounds of
personal privacy.
In the daily operation of tourism and hospitality
establishments, supervisors are confronted with many
legislative and ethical issues. A good knowledge of relevant
legislation, and support in terms of policies, is invaluable in
this regard. Supervisors in workplaces where such policies
do not exist should discuss this issue with their superiors.
Employer associations, such as the National Restaurant and
Catering Association, the Australian Hotels Association or
the International Association of Travel Agents (IATA), can
provide invaluable legal advice to members.
SUMMARY
The five functions of all managers, including the frontline manager:
1.
2.
3.
4.
5.
planning,
staffing,
organising.
directing
controlling.
Skills required for effective supervision
1. technical,
2. people
3. conceptual.
The weighting of these skills would of course differ with seniority, the nature of
the organisation (service or manufacturing) and the type of work involved.
Legal and ethical issues relevant to the supervisor have also been discussed