Glenn Lagunero

Supervisory Management

Chapter 11-Developing Employees

1. Do you agree with the statement that employee development actually takes place
everyday practically very progressive firm or enterprise?
Yes, the methods and techniques for such development are the ff:
a. Pre-employment training-designed to provide the new employee with basic skills that are
required for the performance of a job.
b. Induction training/Orientation-it is an attempt to make the new recruit fell that he is now a
pert of a firm worth working for, help him understand about how his job fits into the general
framework as well as the rules and regulations of the firm.
c. Job Rotation-on the job experience, coaching and understudying are narrow, new
employee acquire knowledge and skill only in one job assigned to him. If the new employee is
rotated periodically from one job to another, he or she acquires a general background on the
job. It promotes organizational flexibility through generating flexible human resources
nevertheless it is impractical and costly, productive work may suffer because of work disrupt
and there is also a limitation on the amount of job skill that can be developed.
d. OJT-lectures on specific subjects such as practice on new machines, job rotation, prepare
the employee on the performance of his job.
e. Supervisory Training-training of office supervisors is vital because of their essentiality in
good management.

2. Delegation-letting subordinates make minor decisions within the confines of their general
directions. It means staying away from the subordinates while they do their work. A good
manager or supervisor is not only one who has sense enough to pick good men and women to
train them, but who has also enough self-restraint not to meddle with them while they work.
a. Process of delegation
1. assignment of duties by an executive to his immediate subordinates.
2, granting of permission to make commitments, use resources and take all actions necessary
to perform the duty
3. the creation of an obligation on the part of each subordinate to the delegating executive to
perform the duties satisfactorily.
b. Chief aspects of Delegation of Authority
1. Management decides how the work is to be divided; it will consider the best allocation of
duties to achieve a balance between an effective span of management and a reasonable
number of managerial levels.
2. Granting of Authority-make commitments, use resources and take actions necessary to
perform the allocated duties.

3. Test of Successful Delegation

a. Proper performance-unless perform well, it is considered as a failure
b. Target data-within the time limit allotted for it.
c. Two way communication-delegator should explain the task being assigned to the
subordinate and it should be clearly understood.
d. Proper climate-conducive to the successful performance of the task.

4. What can be delegated?

a. Bonafide problems-arisen from the natural operation of the business that requires in depth
study and analyses and the necessary recommendations for their solution.
b. Activities beyond to day 2 day operations-as long as they are still within the scope of the
subordinate job and his abilities.
c. Projects-accomplishment would not only result to efficient operation of the business but
contribute to subordinates continuing growth and development.
d. Problems-which the subordinates can solve in order to contribute to the conservation of the
manager or supervisors’ time.

5. What cannot be delegated?

a. Planning-task and responsibility of the manager. Upon it depends the success or failure of
the entire organization.
b. Important matters-those that involves confidentiality.
c. Activities or Projects-those wherein no qualified and capable personnel to whom delegation
is made.
d. Evaluation test-those which pertains to the test and review of the performance of
subordinates,
e. Policies-it is the exclusive domain of the top management.