2. SUPERVISION
At the end of this SESSION participants will be able to:
• Describe different supervisory roles.
• Identify necessary supervisory skills.
• Describe the conceptual model of Situational
Supervision.
• Identify behaviors associated with both supervision styles
and employee development.
• Using a supervisory check list
• Monitoring and Monitoring tool
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4. DEFINITION
MOTIVATING PEOPLE TO DO THEIR BEST
• Typically supervision refers to the activity carried out by
supervisors to oversee the productivity and progress of
employees who report directly to them.
• Supervision is a management activity and supervisors
have a management role in the organization.
• Supervisors convey information and directives from
upper management to employees and are responsible
for getting work done.
• An art or process by which designated individual or
group of individuals oversee the work of others and
establish control to improve the work and as well as the
workers also.
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7. RESPONSIBILITIES
•
•
•
•
•
Communicate and clarify major job duties,
priorities, and expectations.
Establish and communicate performance
standards.
Monitor employees' performance through
observation, discussion, etc.
Document good and unacceptable
performance.
Provide continuous coaching and constructive
feedback in a timely manner.
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8. RESPONSIBILITIES (contd.)
• Hold performance discussions (at least
annually).
• Correct poor performance and reinforce good
performance.
• Help employees to develop skills and abilities
for improved performance.
• Provide necessary information, resources, and
opportunities to help accomplish key objectives
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10. Performance Analysis Matrix
High
B
Resource or
Environment
C
Selection
eva h eey o p m e h se o D
l
e t
wonk bo e a r po ppa
j t i
r
A
Motivation
D
Training
low
low Does the employee have the proper
attitude (desire) to perform the job?
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High
11. Performance problems
Basic reasons why employees do not perform well)
•
•
•
•
•
Lack of skills
Lack of Information
Motivational Issues
Personal Issues
Environmetal Issues
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12. Stages of an employee joining an
organization
•
•
•
•
What do I get ?
What do I give ?
Do I belong here ?
How we all can grow ?
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Research Scholar
13. How to motivate?
•
•
•
•
•
•
Do I know what is expected of me at work?
Do I have the materials and equipment I need to do my
work right?
At work, do I have the opportunity to do what I do best
every day?
In the last seven days, have I received recognition or
praise for doing good
work?
Does my supervisor, or someone at work, seem to care
about me as a
person?
Is there someone at work who encourages my
development?
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Research Scholar
14. How to motivate? (contd.)
• At work, do my opinions seem to count?
• Does the mission/purpose of my company make me feel
my job is important?
• Are my co-workers committed to doing quality work?
• Do I have a best friend at work?
• In the last six months, has someone at work talked to me
about my progress?
• This last year, have I had opportunities at work to learn
and grow?
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Research Scholar
15. USING A SUPERVISORY CHECK LIST
• It’s a tool to ensure a systematic approach to supervision
by reminding the supervisors to focus on the
knowledge,skill,major activities,plans and performance of
the worker
• No checklist format ideal for all situations
• To be developed to suit his specific needs
• Two essential parts:1) List of activities and skills to be
supervised.2) Space for the supervisor to make notes on
his observations,assessment,recommendations,or
actions taken.
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16. Monitoring
• Would you drive in a Car only using the
rear-view mirror?
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Research Scholar
17. Monitoring
Monitoring: routine or continuous measurement
of progress while the project is ongoing
1. Checking and measuring progress
2. Analyzing the situation
3. Reacting to new events, opportunities, and
issues
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Research Scholar
18. Monitoring
If you can’t measure it –
You probably can,t manage it
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22. Evaluation
Evaluation: Measurement of progress, results,
and impact when project is completed
Time
Cost
Quality
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Scope
23. Differences Between Monitoring
and Evaluation
Monitoring
Evaluation
Frequenc Continuous
y
Episodic (end of
project)
Focus
Tracking Progress /
Oversight
Critique
Purpose
Improve efficiency, adjust Improve
work plan
effectiveness,
impact, future
projects
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Research Scholar
24. Differences Between Monitoring and
Evaluation (contd.)
Monitoring
Component Inputs, outputs, process
s
outcomes, work plans
Evaluation
Effectiveness,
relevance, impact,
cost-effectiveness
Information Routine systems, field
Sources
observations, progress
reports, rapid
assessments
Same + surveys,
Conducted Project manager,
by
program manager,
supervisor, team lead
Program
managers,
external parties,
policy-makers,
beneficiaries
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Research Scholar
Editor's Notes
Once you have laid out your plans to manage a project, and that project is underway, you need a way to track the progress of your project. Monitoring is the routine or continuous measurement of progress while the project is ongoing.
It consists of checking and measuring project progress by focusing on project’s quality, time, and cost. It also consists of analyzing the current situation. This means comparing the development of the project to the original plan, and identifying the causes and impacts of any deviations from the plan. Monitoring also includes reacting to new events, opportunities, and issues and identifying necessary actions and responses.
Evaluation is a broad term used to describe an effort to describe and understand a situation. Evaluation consists of the measurement of project progress toward reaching the measurable objectives that were laid out in the management plan. It is a way both to improve public health programs and account for their impact.
Evaluation takes place when the development of a project is completed. A project can be evaluated based several aspects shown in the diagram. Balancing the tradeoffs between time, cost, and scope all affect a project’s quality. Evaluating a project on its timeliness would examine whether specific actions and the project as a whole were completed on time. Quality is concerned with whether the project has met the quality standards that were set at the start of the project. Cost, as you know is vital to keep under control, but the amount of money spent contributes to the balance between time, scope and quality. For example, a project of a larger scope will cost more; to keep costs down you may try and complete the project more quickly, but this will affect the quality with which you are able to implement the project.
The mechanics of conducting monitoring and evaluation are very similar. In fact, monitoring is a type of evaluation – it is essentially an evaluation that occurs while a project is ongoing.
This table highlights the differences between monitoring and evaluation. Monitoring is continuous while the project is ongoing. Evaluation is episodic and usually occurs at the end of a project. Monitoring tracks the progress of a project and oversees it, whereas evaluation offers a critique of the project. The purpose of monitoring is to improve efficiency and adjust work plan. The purpose of evaluation is to improve effectiveness, impact, and future program development.
Monitoring focuses on inputs, outputs, process outcomes, and work plans, while evaluation focuses on effectiveness, relevance, impact, and cost-effectiveness. The information source for monitoring are routine systems, field observations, progress reports, and rapid assessments. The information sources for evaluation are mostly the same, but have two extra components- surveys and studies. Monitoring is conducted by program manager, community workers, community beneficiaries, funders, and supervisors. Evaluation in conducted by program managers, supervisors/funders, policy makers, and beneficiaries.
Source: National HIV/AIDS Program Monitoring & Evaluation, The Caribbean Health Research Council. Downloaded from www.chrc-caribbean.org on October 15, 2007.