Supervision in the government setting can sometimes be challenging considering the diversity of the departments involved. It therefore requires supervisors to employ adequate skills and techniques for effective supervision. Some of the most common supervisory techniques used in this set up include:
This entails assisting the employees in the creation of comprehensive job descriptions for their respective positions and setting up monitoring systems that enable tracking of the employees’ performance progresses and development. For instance, by introducing performance contracts, administrators are able to track and improve on the service production in various sectors of the management practice, thus create a favorable working environment for all the workers and recipients of the services (Jack, 2008).
In this case, the supervisors monitor and keep track of the increments in the revenue base of the organization, the employee population as well as the enlargement of the respective sectors. Here the supervisors estimate the prospective potential of the business and set measures to accommodate the growth. Supervisory measures as assessing competition, reviewing historical statistics on performance, projecting changes in the targets and comparing available resources to the required resources are all part of this supervision technique (Jack, 2008).
In this case, supervisors allocate various personnel in various departments depending on their qualifications, the supervisor prepares schedules that bring the personnel resources together at the appropriate times, as well as motivates them to improve on productivity that would enhance the achievement of the business goals. The supervisor also monitors the changes in individual skills and inspires development of priorities by the staff members so as to ensure the most necessary tasks are completed within the required durations (Jack, 2008).
Among these techniques, the growth supervision has been quite successful and the most effective among the supervisory techniques. This model of supervision provides a structure for the future of the organization or government agencies. The framework lays down mainly appropriate resources, skills and personnel for the future success of the departments. In respect, the organization administrators are able to plan skillfully and adequately towards the implementation organization success (Brody, 2000). Work supervision is also another effective model of supervision providing room for adjustments among the non performing workers in the various departments. The monitoring tools such as the performance contracts are motivating factors that help enhance staff performance. However, personal supervision in most cases is not an effective model of supervision especially in large corporations or government agencies. It is not easy, or even impractical for the administrators to supervise each individual working within the organization departments. In events that require close personal supervision, for instance in a scenario involving a significant number of personnel in the same department of operation, I would promote teamwork and enhance individual responsibility (Austin & Hopkins (Eds.), 2004). Within the teams, I would appoint team leaders to report on the events within that department. This way I would have a supervisory arm in every section of the organization.
In the event of high stress environments, uncertainties are developed among the employees and in most cases, productivity is severely reduced. These uncertainties develop into numerous challenges for the supervisors. When anxiety develops among staff members it becomes difficult for the supervisors to control their performance or plan for the future developments. This is because some employees may opt to quit the job or simply just perform poorly (Kagan, 2000). The most vital supervisory trait that I relate to is encouraging and supporting the personal and professional development of my subordinates and colleagues. In my position as the supervisor, I employ motivational tactics and skills to encourage others to develop more skills and develop professionally so as to attain higher grades within their working positions. Textbook supervisory technique involves the use of accounts or references from literature and other material in providing guidance to the workers in performing tasks. This method of supervision is in most case effective in the learning institutions where the instructions are inevitable. However, in the professional field of operation, the use of guided models of supervision is usually the less favorable alternative in the supervision practices since it only reflects on the opinions of other individuals but not from the personal experience point of view. Supervisors motivating their juniors from personal accounts effectively achieve the objectives of the supervision. For instance, in my usual classes and life practices, I have always given preference to direct experiences. I tend to understand majority of my lessons and instructions are demonstrated from personal experience points of view, which enhances emulation and practice thus exhibiting better performance (Perlmutter et al., 2001).
Supervision is an important aspect of any organizational or governance setting, it entails upholding the work standards for the employees in various departments of work. Through supervision, the organizations are able to run on streamlined standards and guidelines as well as lay strategies for attaining the goals of the organization. Also through supervision, administrators can easily monitor the work performances of individuals and promote their improvement thus promote the productivity of the business.
Austin, M.J., & Hopkins, K.M. (2004).Supervision as collaboration in the human services: Building a learning culture. (Eds.).Thousand Oaks, CA: Sage.
Brody, R.(2000).Effectively managing human service organizations (2nd Ed.). Thousand Oaks, CA: Sage.
Jack A. (2008). Supervision – The Organizational Role of Supervisors: What Every Supervisor Needs to Know. New York: Universal Publishers
Kagan, N. (2000). Influencing Human Interaction – Eighteen Years with IPR. In A.K. Hess (Ed.), Psychotherapy supervision: Theory, research and practice (pp. 262-283). New York: Wiley.
Perlmutte et al. (2001). Managerial supervision of the human services. New York: Oxford University Press.