The job carried out by any manager is descriptive of what management is all about. Managers are concerned with setting up plans, organizing activities, taking up leadership of the organization, and taking control of matters at the organization. The management process has its definition outlined by the function that management carries out in form of accounting, finance, and marketing etcetera. Management is therefore a process of organization which involves several activities such as planning, putting objectives in order, bringing resources under management, bringing together various assets necessary for the achievement of certain objectives set up by the organization. First-level management on the other hand involves all supervisory roles carried out in an organization such as coordinating the activities of employees on a first-hand basis. First-level managers are therefore primarily supervisors of the firm. Above first-level managers are middle level managers and then top managers.
The first type of supervisors is the autocratic or authoritarian kind. Placed under this type are those supervisors who want to exercise complete authority over those that are under them completely. They charge complete obedience of their juniors or subordinates and do not expect anything done beyond instructions. Intervention from a subordinate is not treated well (Gary, 2014) . It is looked at as insubordination by the supervisors in question. He or she is known to tackle any form of indiscipline exhibited by the subordinates. They expect nothing less than the results they have instructed their juniors to produce.
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The second types of supervisors are of the Laissez-faire kind. They are also known as the free-rein supervisors. This type does not interfere in any kind of work done by a subordinate. A laissez-faire supervisor gives freedom to its maximum. The subordinate individuals are expected to do their work in peace without interference of any kind. All the problems faced at the workplace are left in the hands of the subordinates entirely. The subordinates are expected to find their own solutions and dictate how they want things done at their place of work. Failure is usually attributed to the choices made by subordinates.
The third types of supervisors are the democratic supervisors. These supervisors work from the consultations he or she engages in with the subordinates. The decision-making process of a democratic supervisor goes through mutual consent and discussion with those under his or her authority. The kind of supervision requires the full participation of subordinates through giving suggestions, taking some form of initiative in doing things and exercising judgment freely. But at the end of the day, the supervisor still has control over the subordinates. The result of this type of supervision is a boost in employee morale and in increment in job satisfaction.
The fourth type consists of the bureaucratic supervisors. The supervisor here lays down ground rules be followed by the subordinates using methods dictated in the organization’s procedure of decision-making process. Subordinates are charged with the duty of making sure that these ground rules are followed to the letter in the strictest sense laid down by the procedures of the company. Any form of violation of the regulations is taken up by the supervisor and acted upon immediately as indicated by the company’s on organization’s structures. Supervisors need five main skills which if they are not exhibited, the company may be on the verge of collapse. These skills include technical skills, interpersonal skills, conceptual skills, diagnostic skills, and political skills. The ability to coordinate these skills is the beginning of being a supervisor.
Reference
Gary, D. (2014). Human Resource Management. New York: Pearson Learning Solutions.
