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1.How do you feel the new supervisor should relate to the employees?

According to Tucker, McCarthy and Benson (2002), when someone is promoted, the following characteristics are practically attained such as more responsibility, more authority, more hours, more communication, more meetings, more learning, more development and more management skills to acquire amongst others. Therefore, a new supervisor should relate to employees by working on several abilities and talents that are in part considered as “core skills in management and supervision like problem solving and decision making, planning, delegation, meeting management and basics on internal communications” amongst others. (McNamara, 2008)Additionally, I consider that the typical roles a supervisor that wish to properly bond with his or her employees should assume will be of a coach since a good supervisor places a high priority on coaching employees and good coaching involves working with employees to establish suitable goals, action plans and time lines. Mentor in view of the fact that the supervisor understands the organization and the employee's profession better than the employee, and a good supervisor can be a priceless addition to the career of an employee. Advocate for Organization since most of the time the supervisor is the first person to tell employees about new policies and programs from management and the supervisor must be authentic, yet tactful, in order to be understood by the employees. (Tucker, McCarthy and Benson, 2002)

2.Is it important for a first-line supervisor to have technical competences?

A technical competence is defined as “the skills and knowledge in the exercise of practices required for successful task accomplishment.” (BD, 2009) Therefore, I believe that supervisors that does not possess technical competences is like acting at his minimum, by having good but limited knowledge about evaluation, skills and experiences. On the other hand, a manager that holds technical competences excels at his or hers training styles, behavioral traits, occupational intents and job fitting to name a few. Additionally, I believe that by utilizing the 360 degree feedback that “solicits feedback from all stakeholders including peers, subordinates and superiors” (Tucker, McCarthy and Benson, 2002), management competencies are not only considered as vital for well established corporate culture but for current and future relationships with employees as well.

3.Does the fact that a first-line supervisor has initiative and drive have any effect on subordinates?

Any manager that possesses strong initiative and drive will be more likely to achieve business success and employee performance. To illustrate, a fist-line supervisor with the qualities of initiative and drive, is more willing to properly assign his or her employees rather than a manager that simply lacks those traits. This supervisor's power might tell him to basically plan before delegate, to confirm his designated duties prior to putting them into practice, to set a deadline for its completion, to implement and follow up, to evaluate its results and to reward his or her employees. In other words, the effects that a supervisor with strong initiative and drive would have on subordinates would be the fact that they will completely excel at performance management and people management.

4.Is emotional stability important for a supervisor? Why?

Based on what the textbook mentions, Tucker, McCarthy and Benson (2002) I consider that emotional stability supervisors are more likely to be comparative confident, do not express unnecessary concern, pressure, anxiety or self doubt. In other words, managers who consider emotional stability as a crucial approach for their success have been proven to: have handled stress effectively; accurately dealt with their mistakes; and have shown high self esteem. Additionally, these supervisors have maintained positive attitudes, have orderly maintained frustration and setbacks, and have also stayed in good mood.

I am being asked by my immediate supervisor to recommend one of my employees to assume the task of supervising a staff of 10 salespersons. I have chosen tree people in my department and I have considered their backgrounds and characteristics. (See figure 1) Which employee would I choose?

Mr. McVean

Mrs. Crevier

Mr. Koyne


Sales representative for 5 years

Sales representative for 3 years

Sales representative for 7 years

Possess initiative and drive

Very reasonable and outgoing personality

Quiet and steady producer

Friendly and easygoing personality

Outstanding sales record

Outstanding sales for past 6 years

Exceeded his sales quota for the past 4 years

Valuable member of the crew according to peers

Team man during conversations


Overly aggressive

Quiet and reserved

Feels uncomfortable when the discussion turns to him as an individual

Limited discussion contributions

Consequently, and based on the above mentioned facts pertaining to the recommendation of a proper candidate for a supervisory position, I can conclude that the best suitable candidate would be Mr. Vean due to the fact that he possesses one of the most desired qualities for triumph ‘initiative and drive'. However, he would need to be evaluated by utilizing a performance appraisal that would practically determine anger management training classes to control his overaggressive attitude. In other words, performance appraisals serve numerous purposes, “they let management know the quality of the company's personnel, they induce managers to think constructively about subordinates and about themselves, and they inform the employee of what supervisory thinks about the job he or she is performing.” (Tucker, McCarthy and Benson, 2002)