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The Supervisor as a Member of Management

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How to carry out the supervisor's role as a member of the management team

More often than not, little or no time is devoted to preparing a person to be a supervisor or team leader. This seminar focuses on the unique functions and accountabilities that are essential for successful performance at this critical level of management. The emphasis in this seminar is on the organizational skills of a supervisor and is designed to de-mystify the role of the modern supervisor.

Participants will come away with a true understanding of their role as a supervisor. They will recognize themselves as “members of management” and will have the tools to develop a list of job duties unique to them. As a result, the organization will benefit because the supervisors will be performing those critical “payoff” duties that have, in the past, been pushed aside in order to get the non-supervisory daily work done.

This course is highly participative and delivered in a seminar format. The course content is delivered through short participative lectures followed by discussions organized around case studies, questionnaires and small group activities.


Participants will gain the ability to be able to:

  • Implement supervisory skills in order to impact the day-to-day operation of their unit
  • Use a technique that will result in a more concerted effort from their unit
  • Increase interaction with other support groups
  • Recognize what should be expected as a member of management
  • Identify the critical position that supervisors fill on the management team
  • Develop a unique job duties list for their own increased performance
  • Utilize techniques that will establish smooth interaction between groups that are interdependent



This seminar is designed for supervisors, new and experienced, as well as team leaders in today’s business environment.


This course has no prerequisite.


You will receive a course binder containing a copy of the presentation slides.


DAY 1:
Organizational Role of Supervision

  • What management should expect from the supervisor
  • Supervising vs. managing – assuring the work DOES get out vs. the work CAN get out
  • Where supervision stops and middle management begins


Head of Workgroup

  • The key duties upper management should demand from a supervisor
  • Critical “payoff” duties that tend to be neglected
  • What duties are neglected and most importantly, WHY


DAY 2:
Lateral Coordination

  • What actions the supervisor should take to establish smooth interaction with fellow groups
  • Penalties paid by the organization if supervisory functions are in an “US vs. THEM” mode
  • Getting service from service groups


Member of Management

  • When to expect the boss to back the supervisor (and when the boss shouldn’t)
  • Representing management to workers
  • Representing workers to management


course info

Course ID: PM-0120
Course Level: Beginner
Duration: 1 or 2 days

upcoming sessions

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PMI Talent TriangleThe following table provides the breakdown of the professional development units (PDUs) for this course aligned with the PMI Talent TriangleTM.

  Tech. Ldrshp. Strat. & Bus.
PMP 0 3 4
PgMP 0 3 4
PfMP 0 3 4
PMI-ACP 0 3 4
PMI-SP 0 3 4
PMI-RMP 0 3 4
PMI-PBA 0 3 4

The three columns in the above table are Technical Project Management, Leadership, and Strategic & Business Management.

Other Credits

Other professional (re)certification credits are available, including:

  • Certified Business Analyst Professionals (CBAPs) earn 7CDUs (Category 2B)
  • Certified Software Quality Engineers (CSQEs) earn 1 RU
  • CIPS Information Systems Professionals (ISPs) earn 7 Learning Credits
  • CIPS Information Technology Certified Professional (ITCPs) earn 7 Learning Credits