44.312 Security Management

 home > Unit 3: supervision
Carly Fiorina fired by H-P
What's a recent, flagrant example of a superior's failure to supervise security personnel? Why did it happen? What can we learn from it?

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In this unit:

• Supervisor and the organization
• Leader-member exchange (LMX) theory
• Effective supervision
• Supervisory roles
• Supervisory development
• Supervisory problems
• Questions

• Supervisor today needs knowledge, skills, and abilities
  • inspiring change
  • facilitating teams
  • training
  • process planning and improvement
  • satisfying customers
  • problem solving in groups
  • promoting quality and participation
  • designing employee involvement systems
  • using statistics to improve productivity
  • involving unions
  • troubleshooting
  • understand production processes
  • have tact to monitor and discipline employees
  • be effective communicator
  • be effective coach
  • be able to motivate
  • be able to modify leadership style to match employees' work styles

Supervisor and the organization

• supervision is "to work through others to accomplish organizational goals"
  (Lee & Cayer, 1994)
• "process of establishing accountability, developing personal and professional skills, evaluating job performance, and promoting job satisfaction through interaction between two parties, the supervisor (manager) and supervisee (subordinate)." -- (Anshel, 1992)
• variety of different titles, but part of management.
• significance of effective supervision often forgotten: the supervisor is human, can interact with subordinate, while the organization can't
• may -- or may not -- be leaders. Ideally, organization should foster individual developing both supervisory and leadership skills.

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