BGD2043 Notes TOPIC 4 MODERN SUPERVISION CHALLENGES

Topic Outline

This topic has only FOUR (4) parts: Part 1 – Ensuring High Quality Part 2 – Meeting High Ethical Standards Part 3 – Using Technology: Focus on the

Internet Part 4 – Managing Diversity

© 2005 UNITAR All Rights Reserved

TOPIC 4MODERN SUPERVISION CHALLENGES

PART 1ENSURING HIGH QUALITY


Learning ObjectivesDescribe consequences suffered by organizations

as a result of poor quality workCompare product quality control and process

controlSummarize techniques for quality controlDescribe guidelines for quality control

IntroductionQuality – i.e. high quality, work that meets or

exceeds customers’ expectationsProductivity is the amount of results (output) an

organization gets for a given amount of inputsSupervisor’s activities including planning,

leading and controlling are directed towards improving quality and productivity

Consequences of Poor QualityLimited resources

When the quality of an organization’s goods or services is poor, the whole organization suffers.The organization loses business and therefore

revenues, and it also has more difficulty attracting other important resources.

Higher costsBusinesses spend billions of dollars each year on

inspections, errors, rework, repairs, customer refunds, and other costs to find and correct mistakes.

Attracting new customers costs several times more per customer than keeping existing customers satisfied.


Johnson & Johnson has recalled 200,000 bottles of Motrin Infants formula, a children’s medication that treats fevers, aches and pains. According to the FDA's website, the medicine could contain tiny plastic particles, causing a potential hazard, that were identified in a different lot during manufacturing.

Honda Recalls 374,000 Vehicles Whose Airbags Might Inflate Unexpectedly

http://www.fda.gov/Safety/Recalls/ucm367550.htm




Types of Quality ControlQuality control refers to an organization’s efforts to

prevent or correct defects in its goods and services or to improve them in some way.

Two areas: i. Product quality control – focuses on the

quality of the finished product or delivered service. For example, a restaurant survey that asks whether the food and service were acceptable.

ii. Process quality control – focuses on improving how the goods or services are produced or delivered. For example, the planning of preparation, cooking and serving methods to ensure excellent quality of product at a restaurant.

Methods for Improving Quality ControlStatistical quality controlZero-defects approachEmployee involvement approachSix sigmaTotal Quality Management

Statistical Quality Control i. Statistical Quality Control – looking for defects in

parts or finished goods through a sampling technique.

Statistical Process Control – a statistical quality control technique using statistics to monitor product quality on an ongoing basis and making corrections whenever the results show the process is out of control.- collect and analyze data for better decision making- assumption that all processes and products vary, understanding of the variation will improve our ability to control processes and reduce cost of doing business

Zero Defects Approachii. Zero-Defects Approach – view that everyone in the

organization should work toward the goal of delivering such high quality that all aspects of the organization’s products and services are free of problems

- For example, products are of excellent quality not only because people who produce them are seeking ways to avoid defects but also because the purchasing department is ensuring a timely supply of well-crafted parts or supplies, the accounting department seeing that bills get paid on time, the human resources department is helping to find and train highly qualified personnel

- some argue it is impossible to produce zero defects because some things are truly unpredictable such as human error.

Employee Involvement Teamsiii. Employee Involvement Teams – employees who

plan ways to improve quality in their area of the organization

- Companies set up quality circles, problem solving teams, process improvement teams or self managed work groups

- Members of team might take following steps: a. Identify quality problems related to employees’ areas of responsibilityb. Select the problems to focus on first. Newly formed group may find it helpful to focus on simple problems, so group can build on its successes.

Employee Involvement Teams (cont’)

c. Analyze the problem to identify causes.d. Identify possible solutions and select one to recommend to management.

- Support from supervisors and higher level management

- Participants should have skills to contribute i.e. problem solving techniques, approaches to quality improvement, methods of leading group discussion and encouraging participation.


Six Sigmaiv. Six Sigma – a process-oriented quality control

method designed to improve the product or service output to 99.98 percent perfect

- goal i.e. reducing variation from the standard to almost nothing.

- analytical process for anticipating and solving problems in order to reduce defects, improve yield of acceptable products, increase customer satisfaction and deliver best in class organizational performance. These improvements, in turn, boost profits.

- Six Sigma is highly structured and emphasizes costs and profits

Total Quality Managementv. Total Quality Management (TQM)- An organization wide focus on satisfying

customers by continuously improving every business process involved in delivering goods and/or services.

- Objective of TQM is to meet or exceed customer expectations. Thus, it is an ongoing commitment by everyone in the organization.

- Important principles of TQM include : a.Defining quality from customer’s point of view,

loyal customers.b.Continuous improvement to satisfy customers

needs and expectations.

Total Quality Management (cont’)c. Continuous improvement that is focused on

process and systems improvement. Processes are linked and interdependent. Processes form a system that delivers a broad range of products and services.

d. All process varies. Understanding variation will assist in continuous improvement.

e. Decision making based on data and facts.f. Planned change to achieve the goals of TQM.


Guidelines for Quality Control

Guidelines for Quality Control i. Emphasize prevention not just detection of

defects. - pay special attention to the production of new

goods and services. When prevention efforts show employees are doing good work, supervisor should praise their performance.

- Employees who are confident and satisfied are less likely to allow defects in goods and services

Guidelines for Quality Control (cont’)ii. Set and enforce standards- Standards should have characteristics of

effective objectives: they should be written, measurable, clear, specific and challenging but achievable, reflect what is important to client.

- Employees should know the difference between poor quality and excellent quality.

- Supervisor must participate in inspecting quality of goods and services.


Guidelines for Quality Control (cont’) iii. Build on the benefits of diversity - employees develop full potential - Supervisor helps to make the organization a

desirable place of work, largest pool of creative talent

- Thinking and problem solving would be more flexible

iv. Insist on quality from suppliers- Quality control effort should include setting and

enforcing standards for acceptable work from suppliers

- When choosing suppliers stick to those that will be able to live up to standards

Guidelines for Quality Control (cont’)

v. Reward high-quality performance- supervisor’s job include making sure that

employees receive awards for high quality work.

- Performance measures must include an evaluation of the quality of goods and services produced by employees.


SummaryPoor-quality work gives an organization a negative

image, which drives away customers and makes it harder to recruit superior employees and borrow money.

Product quality control focuses on ways to improve the product.

Process control focuses on how to do things in a way that results in higher quality.

Techniques for quality control:Statistical quality control Zero-defects approach Employee involvement teamsSix SigmaTotal quality management

Supervisors and other managers should set, communicate, and enforce standards for quality control.


PART 2MEETING HIGH ETHICAL STANDARDS


Learning ObjectivesDefine ethics, and explain how organizations specify

standards for ethical behavior.Identify benefits of ethical behavior and challenges

that make ethical behavior more difficult in the modern workplace

Discuss the impact of cultural differences on ethical issues.

Describe major types of ethical behavior that supervisors should practice.

Outline ways to make ethical decisions.Providing guidelines for supervising unethical

employees.Define whistle-blowers, and describe how the

supervisors should treat such employees.

Meeting High Ethical StandardsHaving integrity means more to us than simply

the absence of deception. It means we are completely forthright in all our dealings. We say what needs to be said, not simply what people want to hear.

—Scott Cook, founder of Intuit

Ethics in the WorkplaceEthics refer to the principles by which people

distinguish what is morally right.Some believe that profitability should be the

overriding concern of business.Others believe that organizations and their

employees have an obligation to behave ethically, even if doing so cuts into short-term economic advantages.

Benefits of Ethical BehaviorA reputation as an ethical vendor makes customers

want to do business with you.Ethical behavior is part of a range of behaviors that

ensure an organization’s long-term health and success.Some investors go out of their way to select

companies with a good track record of ethical behavior.

Ethical behavior can improve the organization’s relation with the community, which tends to attract customers and top-notch employees.

Ethical behavior tends to reduce public pressure for government regulation.

Costs of Ethical BehaviorOrganizations whose employees are unethical

may lose respect, customers, and qualified employees.

Unethical behavior can cause the downfall of a company.

Unethical behavior can have personal consequences such as suspension, demotion, job loss, or jail time.

Highlights of the National Business Ethics Survey

Challenges to Ethical BehaviorWith greater responsibilities, supervisors and other

managers in restructured or downsized organizations cannot monitor employee’s day-to-day behavior.

Some employees are afraid of being ethical when doing so conflicts with other goals.

Companies that single-mindedly focus on sales or profits can create an environment in which employees feel as if they have to bend the rules.

Some organizations create a climate in which employees fear they need to be unethical to save the company’s future or to be treated as a team player.

Top Five Sources of Pressure to Compromise Ethical Standards

Differing Measure of Ethical BehaviorEthical standards can vary from culture to

culture.If an organization does business in a country

where corruption is expected, employees can have more difficulty meeting high standards.

Gift giving in the workplace can have different meanings from one culture to another.

Guidelines for Gift Giving in a Multinational Environment

Avoid gifts and cards of a religious nature.Make it clear that you intend the gift as a gift

and not a bribe.Be aware of food preferences.If you give liquor, consider the source.Consider the implications of luck in numbers.Know the meanings of everyday objects.Know how to give and receive.

Important Dimensions of Ethical Behavior by Supervisors

Ethical Behavior of SupervisorsLoyalty

Expected loyalty to the organization, managers, and subordinates can result in conflict and ethical dilemmas

FairnessEmployees expect to be treated evenhandedlySupervisors should avoid nepotism (hiring

one’s own relatives)

Ethical Behavior of Supervisors (cont’)

HonestyGive credit where credit is dueYour dishonest behavior encourages employee

dishonestyBe honest about what the organization can

offer employees

Making Ethical DecisionsInvolve others in the process

Discussing the ethical implications can expose additional consequences and provide additional options

Employees respond when supervisors and higher-level managers:Model ethical behaviorInclude ethical standards in performance

discussions and rewards

Supervising Unethical EmployeesWhen a supervisor suspects unethical behavior,

he or she needs to take prompt action.The supervisor needs to be sure that unethical

behavior is actually occurring.When analyzing unethical employee behavior,

consider whether you have created a climate for ethical behavior in your department.

Steps to Take When an Employee is Suspected of Unethical Behavior

1. Gather and record evidence.2. Confront the employee with the evidence.3. Follow the organization’s disciplinary

procedure.4. Look for and correct the conditions that led to

the problem.

SummaryEthics refers to the principles by which people

distinguish what is morally right.Organizations should establish a code of ethics.Ethical behavior can ensure an organization’s

long-term health and success.Unethical behavior can cause the downfall of an

organization.Cultural differences can impact ethical issues in

the workplace, particularly the interpretation of gifts that are given.

Summary (cont’)Supervisors should:

Be aware of conflicts in their loyalty to the organization, their manager, and their subordinates.

Treat others fairly.Avoid nepotism.Decline inappropriate gifts.Be honest.Promote ethical decision making.Take immediate action when unethical behavior is

suspected.Correct conditions that contribute to unethical

behavior.


PART 3USING TECHNOLOGY: FOCUS ON THE

INTERNET


Learning ObjectivesUnderstand the application of technology in

the workplace and its impactsUnderstand how to manage data using

technology Explain the usage of technology to

communicateDiscuss how using technology to transform

the business


InternetThe Internet is a global system of interconnected

computer network that use the standard Internet Protocol Suite(TCP/IP) to serve billions of users worldwide.

It is a network of networks that consists of millions of private, public, academic, business, and government networks, of local to global scope, that are linked by a broad array of electronic, wireless and optical networking technologies.

The Internet carries a vast range of information resources and services, such as the inter-linked hypertext documents of the World Wide Web (WWW) and the infrastructure to support electronic mail.


InternetThe origins of the Internet reach back to research

of the 1960s, commissioned by the United States government in collaboration with private commercial interests to build robust, fault-tolerant, and distributed computer networks.

The funding of a new U.S. backbone by the National Science Foundation in the 1980s, as well as private funding for other commercial backbones, led to worldwide participation in the development of new networking technologies, and the merger of many networks.


InternetThe commercialization of what was by the 1990s an

international network resulted in its popularization and incorporation into virtually every aspect of modern human life.

As of 2009, an estimated one-quarter of Earth's population uses the services of the Internet.

Despite its advantages, the Internet has encroached the working hours of some, if not all employees.

When employees are constantly facing their PCs, and when there are different online activities to choose from, it is difficult to ascertain whether they are working or whether they are wasting time online.


InternetEmployees can sometimes sneak online breaks into their

working hours, and then multi-task with office duties so they will not be caught slacking during work hours.

Some employees have pernicious online activities such as visiting porn websites, chatting and video conferencing on the job, or simply whiling away the hours playing online role-playing games.

Worse, some employees have turned into popular social media such as Facebook and Twitter, and make inappropriate and unprofessional comments about their silly lives, their nagging boss or incompetent co-workers.


Technology in the WorkplaceThe technological advances achieved in the past few

decades have brought about a revolution in the business world, affecting nearly all aspects of a working life.

People can reach others throughout the world in a matter a seconds, with cost being increasingly negligible.

Employees no longer need to be physically with their clients and co-workers; instead they can communicate effectively at home, at a distant office, across the world, and even in their car or on an airplane.


Technology in the WorkplaceAlthough these new technologies offer a wide variety

of services and opportunities, they seem united by a single factor: increased efficiency and productivity.

Indeed, companies have been quick to adopt many of these technologies, and tout significant improvements in business performance.

However, as the physical office loses importance and employees are encouraged to telecommute from their location of choice, these physically isolated workers will inevitably suffer a loss of face-to-face interpersonal skills and a deterioration of relationships in the workplace.


Technology in the WorkplaceTechnological revolution in the business world has

occurred as far back as the invention of telegraphy in the 1850s.

The invention of the telephone, fax machine, and more recent developments in wireless communications and video-conferencing have offered businesses more flexibility and efficiency, and those willing to embrace these new technologies found they were more likely to survive and prosper.

The result is today's heavily technical workplace, where proficiency with complex phone systems, fax machines, and often networked computers are basic essentials.


Using Technology to Manage DataMost companies must manage large amounts of

information and computer resources. This requires an effective management plan. Data management is the strategy that is used for

organizing and managing data within an organization. A good plan should be based on four key elements of

information management — ownership, security, retention policy, and enhancement policies.


Using Technology to Manage DataGoogle, the number one search engine and most

trafficked website, takes the reign as having the fastest, most convenient means of storing and retrieving real time data and information around the globe.

This has allowed office workers and employees to use the Internet for all kinds of purposes—report writing, news updates, research purposes, web marketing and social networking.

Since then, increasing access and better updates to information has sped up the work pace in the office—the faster, the better


Using Technology to Manage DataData privacy protection has become increasing

important with the popularity of the Internet. Data management controls typically include the

privacy restriction procedures designed around sharing data obtained through the Internet.

Businesses are typically required to obtain approval from customers before privacy data can be shared with other companies.


Using Technology to Manage DataData retention polices are the rules that govern

the length of time data should be managed and saved before it is destroyed.

These rules vary depending on the company and department using the data.

Data management polices define the retention requirements for a company.

This retention requirement is extensive for financial institutions and law enforcement agencies, which are required to manage data for decades.


Using Technology to Manage DataData management also includes the granting and

management of passwords for computer programs. These are the ownership and governance rules around the data of an organization.

The procedures define how an individual can gain access to the data. This typically includes formal procedures and vetting processes.

Data access controls should include procedures for employees who leave a company. An access-removal process is required when an employee is terminated. Data security procedures should include auditing steps that ensure terminated employees do not have access to the company's sensitive data


Using Technology to CommunicateElectronic mail or email, is an important

communications service available on the Internet. The concept of sending electronic text messages

between parties in a way analogous to mailing letters or memos predates the creation of the Internet. Pictures, documents and other files are sent as email attachments. Emails can be cc-ed to multiple email addresses.

Internet telephony is another common communications service made possible by the creation of the Internet. VoIP stands for Voice-over-Internet Protocol, referring to the protocol that underlies all Internet communication.


Using Technology to CommunicateThe idea began in the early 1990s with walkie-

talkie-like voice applications for personal computers.

In recent years many VoIP systems have become as easy to use and as convenient as a normal telephone.

The benefit is that, as the Internet carries the voice traffic, VoIP can be free or cost much less than a traditional telephone call, especially over long distances.


Using Technology to Transform the BusinessThe Internet is turning business upside down

and inside out. It is fundamentally changing the way companies operate, whether in high-tech or metal-bashing.

This goes far beyond buying and selling over the Internet, or e-commerce, and deep into the processes and culture of an enterprise.


Using Technology to Transform the BusinessSome companies are using the Internet to make direct

connections with their customers for the first time. Others are using secure Internet connections to

intensify relations with some of their trading partners, and using the Internet’s reach and ubiquity to request quotes or sell off perishable stocks of goods or services by auction.

Entirely new companies and business models are emerging in industries ranging from chemicals to road haulage to bring together buyers and sellers in super-efficient new electronic marketplaces.


Using Technology to Transform the BusinessThe Internet is helping companies to lower costs

dramatically across their supply and demand chains, take their customer service into a different league, enter new markets, create additional revenue streams and redefine their business relationships.


Using Technology to Transform the Business

There are three acknowledged facts about the Internet’s effect on commercial activity:First, it shifts power from sellers to buyers by reducing

the cost of switching suppliers (the next vendor is only a mouse-click away) and freely distributing a huge amount of price and product information.

The second fact is that the Internet reduces transactions costs and thus stimulates economic activity.

The third fact is that the speed, range and accessibility of information on the Internet and the low cost of distributing and capturing it create new commercial possibilities.



PART 4MANAGING DIVERSITY


Learning Objectives• Recognize the importance of managing diversity as a

reality and as a business necessity.• Identify the major categories of legally protected

employees and general guidelines for supervising diversity.

• Explain the issues involved in supervising racial/ethnic minority employees.

• Discuss factors that are particularly important when supervising female employees.

• Identify and discuss the legal and other considerations of supervising employees with physical and mental disabilities.


Learning Objectives Discuss the considerations of supervising older

workers and employees with different religious beliefs.

Recognize several pressures faced by supervisors who are members of protected groups.

Explain the issue of reverse discrimination. Discuss the overriding concern of supervising

all employees in a diverse workforce.


Managing Diversity Is the Bottom-Line ConcernDiversity Management

Includes legal, demographic, economic, and political consideration.

Touches virtually all aspects of a firm’s operations, especially on the supervisory level.

Has become an area of vital importance to a firm’s long-term success and bottom-line results.

14–65

Protected-Group Employees and Supervising DiversityProtected-Group Employees

Are classes of employees afforded certain legal protections in their employment situations.

Classifications of Protected-Group EmployeesRacial/ethnic originSex (gender, e.g., women)Physical or mental disability (disabled,

handicapped)Age (over 40)ReligionMilitary service (Vietnam-era or other veterans)

Protected-Group Employees and Supervising Diversity (cont’)Laws and regulations do not prevent a

supervisor from taking disciplinary action against protected-group employees.

Supervising Racial and Ethnic MinoritiesBarriers for Minorities

Lack of role modelsLimited mentoring opportunitiesExclusion from informal networksStereotypes or preconceptions based on race or

ethnicityThe perception that the corporate culture favors

non-minoritiesCultural Competency

The ability to adapt to a variety of cultural communities.

Supervising Racial and Ethnic Minorities (cont’)Understanding Discrimination’s Effects

Minority employees may resent supervisors of different racial /ethnic backgrounds.

Supervisors must be sensitive to minority employees who may have experienced discriminatory treatment or who believe that they are currently experiencing discrimination.

If a minority employee’s resentment interferes with job performance, the supervisor should refer the employee to the human resources department or counselor, when available.

Supervising Racial and Ethnic Minorities (cont’)Appreciating Cultural Differences

It is the supervisor’s job to exert special efforts to reduce the effects of differences in ethnic/cultural backgrounds that can contribute to prejudicial attitudes and treatment of minority employees.

Overcoming Language DifficultiesEmployers sponsor English improvement and

business English courses for minority employees.In many parts of the United States, the English

language is the minority language, and a bilingual person is a valuable asset.

Supervising Racial and Ethnic Minorities (cont’)Being Fair in All Supervisory Actions and

DecisionsIf a minority employee complains of

harassment or discriminatory treatment by a fellow employee, supervisor, or some other person, the supervisor must treat that complaint as a priority.

Cultural CompetencyThe ability to adapt to a variety of cultural

communities.

Supervising WomenEntry of Women into Many Career Fields

The combined effects of antidiscrimination laws and affirmative-action programs and the increasing number of women in the workforce have led women into jobs that were dominated by men.Financiers, scientists, engineers, utility

repair specialists, sales and technical representatives, accountants, and managers.

When women do assume craft or other physically demanding jobs, changes may occur.

Supervising Women (cont’)Supervisory Actions to Reduce Negative Reactions to

WomenInform the men about the arrival of the woman so

that her presence does not come as a surprise.Make it clear that disciplinary action will be taken

if this woman, or any female employee, is ignored or subjected to abuse or harassment.

Make it clear that any woman taking a previously all-male job will be afforded a realistic opportunity to succeed based on her ability to perform the job

Sources: American Women I Have Always Understood,” Advertisement, Working Mother (November 2003), p. 1-1. The Rosie the Riveter WWII Home Front National Historic Park commemorates and celebrates women’s contributions to the war effort. Visit the Rosie the Riveter Historic Trust, a non-profit organization in Richmond, CA; and http://www.Rosietheriveter.org.

Supervising Women (cont’)Balancing Work–Life Issues

Many large organizations and some smaller ones have developed a family-friendly culture.

Supervisors must be diligent and observant and aware of the “baggage” that employees bring to the workplace.

Sexual-Harassment and Sexual-Stereotyping Issues

Sexual HarassmentIs unwelcome sexual advances, requests, or

conduct when submission to such conduct is tied to the individual’s continuing employment or advancement, unreasonably interferes with job performance, or creates a hostile work environment.

Can be male on female, female on male, male on male, female on female.

Many firms have developed sexual harassment policy statements and training programs.

Sexual-Harassment andSexual-Stereotyping Issues (cont’)Liability for Harassment

An employer is liable if the sexual harassment of employees is condoned or overlooked or fails to lead to corrective actions by management.

Reprimand and discipline of offending employees and supervisors are recommended courses of action.

Supervisors should avoid and strongly discourage sexual language, innuendos, and behavior that is inappropriate in the work environment.

Sexual-Harassment andSexual-Stereotyping Issues (cont’)Sexual Stereotyping

Is the use of demeaning language or judgments, usually by men toward women.

Many assertions about female employees are inaccurate.A supervisor should not make supervisory

decisions based on sexual stereotypes.

Sexual-Harassment andSexual-Stereotyping Issues (cont’)Training and Development Opportunities for

WomenOffer women employees equal access to

training and development activitiesEncourage those employees with potential to

develop their skills.Provide women employees with training and

development opportunities focused on enhancing their self-esteem, communication skills, and career development to help them overcome “the glass ceiling” barrier.

Sexual-Harassment andSexual-Stereotyping Issues (cont’)Equal Pay Act of 1963 (United State Federal law)

Requires that men and women performing equal work must receive equal pay.

Equitable CompensationComparable worth: the concept that jobs

should be paid at the same level when they require similar skills or abilities.

Labor Market-related Sources of Pay InequitiesCompetition for labor by employersUnion labor rates

Supervising Older WorkersSupervisors should be aware that:

Decisions to not promote, demote or terminate older workers should be documented with sound, objective performance appraisals.

Older workers may reject them and resist changing their habits and learning new ways.

Older workers may be able to compensate for declines in physical and mental abilities by using their experience.

Older workers may view retirement with anxieties.

Supervising Employees with Differing Religious BeliefsThe Civil Rights Act and EEO requirements:

Employers generally may not discriminate in employment practices because of an individual’s religious beliefs.

Employers must make reasonable accommodations for employees with differing religious beliefs.

Employers are obligated to prevent practices or actions by employees that might constitute a “hostile environment” for someone based on religion.

Protected-Group SupervisorsSupervisors should be aware that:

Members of legally protected categories (e.g., minorities and women) may experience resistance and resentment in their supervisory positions.

Protected-class employees may try to take advantage of like-class supervisors.

Protected-group supervisors may feel greater pressure to perform their jobs.

Protected-group supervisors may communicate better with like-class employees.

Understanding Reverse DiscriminationReverse Discrimination

Is preference given to protected-group members in hiring and promotion over more qualified or more experienced workers from non-protected groups.

Is not unlawful when a company and union negotiate a voluntary affirmative-action program.

Can create misperceptions of quotas that supervisors should correct through communications that emphasize understanding, fairness and objectivity.

The End


BGD2043 Notes TOPIC 4 MODERN SUPERVISION CHALLENGES

Documents

Transcript of BGD2043 Notes TOPIC 4 MODERN SUPERVISION CHALLENGES