Jul 05, 2022  
2021-2022 College Catalog 
    
2021-2022 College Catalog [ARCHIVED CATALOG]

Add to Portfolio (opens a new window)

MGT 122 - Supervision

3 Credits, 3 Contact Hours
3 lecture periods 0 lab periods

Theories and concepts of supervision. Includes the role of the supervisor, management concepts and functions, communication, managing change and stress, human motivation, building relationships, supervision of groups, leadership and management styles, selection, orientation, training, appraisal, and discipline. Also includes complaints, grievances, working with the union, security, safety, and health at work.

Recommendation: It is recommended that students complete MGT 110  before enrolling in this course. If any recommended course is taken, see a financial aid or Veteran’s Affairs advisor to determine funding eligibility as appropriate.
Information: This course consists of study and application. The student will first review all of the major concepts in supervision. The student will then utilize all of the major concepts presented to examine and evaluate a series of case studies. At the end of the course, a final and cumulative case study will be evaluated.


Course Learning Outcomes
  1. Explain the difference among supervisors, middle managers and top management.
  2. Recognize at least three different models of organizational structures.
  3. Define staffing and recruiting considerations important to supervisors.
  4. Identify the way organizational politics influences supervision efforts.
  5. Define key controls on which supervisors focus.

Performance Objectives:
  1. Describe the historical evolution of leading work groups in the United States, explain the relationship to similar developments in other industrial countries, and discuss the various group dynamics that can be identified during this evolution.      
  2. Identify the variety of organizational work structures, discuss their relationship to the success or failure of organizations, and explain the value of experiential learning versus procedural learning taking place within these work structures.
  3. Identify the source and nature of a worker’s values, analyze how they can be incorporated into the organization’s team effort, and examine these values in relation to worker selections for team performance.
  4. Discuss the various communications skills and leadership styles required in a contemporary organization and analyze how they will be required within worker groups.
  5. Explain the decision making process in contemporary versus traditional work structures and how they relate to productivity and work performance.
  6. Identify the factors that develop and foster worker creativity as related to worker performance and productivity and explore brainstorming within work groups as to its success or failure in team performance.
  7. Analyze the basic foundations of controversy and its relationship to worker creativity or performance and examine the steps of structured controversy as it relates to worker group decision-making success or failure.
  8. Define worker conflicts of interest, indicate how to avoid or resolve them within the organizational structure, and analyze various types of power in a team environment as to how they affect performance.
  9. Discuss varied approaches to worker diversity and interdependence as related to methods of making diversity a strength among workers.
  10. Delineate methods of team development and training as means of strengthening worker group productivity and concepts of worker leader growth as related to promoting team experiences and change.

Outline:
  1. Supervision Fundamentals
    1. Organizations and their levels
    2. Changing expectations of supervisors
    3. Transition from employee to supervisor
    4. Supervisory competencies
  2. Supervision Challenges
    1. Global competitiveness
    2. Technology enhancements
    3. Working in a diverse organization
    4. Changing how business operates
  3. Planning and goal setting
    1. Productivity
    2. Planning and level in the organization
    3. Key planning guides
    4. Goal setting
  4. Organizing
    1. Basic organizational concepts
      1. Span of control
      2. Chain of command
      3. Authority
    2. Organizational structures
      1. Functional structure
      2. Divisional structure
      3. Matrix structure
      4. Project structure
      5. Team-based structure
      6. Boundaryless organization
      7. Learning organization
    3. Organizing your employees
    4. Empowering others through delegation
  5. Staffing and recruiting
    1. Employment planning
    2. Recruitment and selection
    3. Orientation, training, and development
    4. Performance appraisals
    5. Compensation and benefits
  6. Controlling
    1. The control process
    2. Types of controls
    3. The focus of control
      1. Inventory
      2. Value chain management
      3. Quality
      4. Characteristics of effective controls
      5. Ways controls can create problems
  7. Problem analysis and decision making
    1. The decision-making process
    2. Decision tools
    3. Decision-making styles
    4. Problems vs decisions
    5. Group decision making
    6. Ethics in decision making
  8. Motivating and leading followers
    1. Theories of motivation
    2. Designing motivating jobs
    3. Motivation challenges for today’s supervisors
    4. Leader behavior and styles
    5. Leadership roles
    6. Leadership issues today
  9. Communicating effectively
    1. The communication process
    2. Methods of communication
    3. Barriers to effective communication
    4. A key communication skill: Active Listening
  10. Developing groups
    1. Understanding informal work groups
    2. The increasing use of teams
    3. Team challenges & issues for supervisors
  11. Performance appraisals, workplace health, and safety
    1. Performance appraisal methods
    2. Leniency error and potential problems in performance appraisals
    3. The Occupational Safety and Health Act (OSHA)
    4. Job safety programs
    5. Maintaining a healthy work environment
  12. Conflict, politics, discipline, and negotiation
    1. Managing and resolving conflict
    2. Understanding organizational politics
    3. The disciplinary process
    4. Bargaining and negotiation
  13. Change management
    1. External and internal forces creating a need for change
    2. Traditional and contemporary views of change
    3. Stimulating innovation
  14. Supervision and labor
    1. Labor relations
    2. Labor legislation
    3. Collective bargaining


Effective Term:
Full Academic Year 2018/2019



Add to Portfolio (opens a new window)