Supervision Skills for the Service Industry: How to Do It / Edition 1

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Overview

This unique, engaging “hands-on” guide helps managers and supervisors effectively manage and supervise people. The book is designed to provide leaders in the workplace with a quick and practical tool for working smarter, not harder. A three-part organization focuses on the knowledge required for effective supervision, contains chapters addressing practical skills for supervisors to use on the job, details job search strategies, and explores how to actually be a supervisor in the real-world.. For practicing managers and supervisors who want to successfully lead into the twenty-first century.

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Product Details

Meet the Author

D. V. Tesone, Ph.D., is an Assistant Professor of Hospitality Technology in the Rosen School of Hospitality Management at the University of Central Florida. In addition to his work as an academician, Dr. Tesone has more than twenty years of hands-on experience in hotels, resorts, country clubs, restaurants, nightclubs and casinos.

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Read an Excerpt

This book is a practical guide for managers and supervisors to effectively work with people. The book is designed to provide influencing skills to accomplish the objectives of the organization through the activities of others. Most individuals are promoted to management or supervisory positions based on excellent performance in some position. Often, the position did not require individuals to supervise the activities of others. When people find themselves in positions to supervise others, they realize that new skills in addition to those that already exist are necessary for success in that position. Newly appointed supervisors sometimes have the tendency to do the work themselves, as opposed to delegating tasks. This is because the new supervisor is usually an expert at tasks for which others are now responsible. The fact is that the job of supervisors is to accomplish tasks and activities through the actions of other people. The good news for the new supervisor is that in performing most of the tasks personally, she may be sure they are done correctly. The bad news, however, is that she is not really performing the job of supervision.

The progressive positions in business organizations usually involve assuming responsibility for the actions of other people. That is what management is all about. Therefore, the manager who enjoys a developing career ends up in positions of responsibility for more people with each promotion. While management skills are important for career growth, these skills are not always taught to managers. This book is designed to provide the practicing supervisor and the student of management with a quick and practical guide for the supervision of people. The goal of this book is to help managers work smarter, not harder.

SUGGESTIONS FOR THE READER

This book consists of 12 chapters, arranged within three parts. The chapters in Part One of the book focus on conceptual (knowledge) skills required for effective supervision. Part Two contains chapters addressing practical (applied) skills for supervisors to use on the job. Part Three shows the reader job search strategies and how to actually be a supervisor in a live scenario. At the end of each chapter there is a short quiz for readers to test their knowledge of supervision. It is recommended that the reader reflect on actual scenarios in the workplace or do classroom role-play while reading this book. If this book is being used as part of a supervisory skills college course or workplace training program, the facilitator may encourage discussions of actual events to bring the topic to life. The reader is encouraged to convert the knowledge from this book into actual skills to be applied in the workplace. This may be accomplished through two activities. First, apply the knowledge immediately. Turning knowledge into skills requires practice. Practice the knowledge within 24 to 48 hours after reading it. Second, teach these concepts to someone else. We learn through teaching. As one presents this new information to another person, one will reinforce the knowledge and be better prepared to use the knowledge in the workplace. Like the first suggestion, this technique should also be applied within 24 to 48 hours after reading and discussing the information.

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Table of Contents

Preface

Part 1 - What the Supervisor Needs to Know

Chapter 1 - Development of a Service Prospective

Chapter 2 - Career Development through Personal Transformation

Chapter 3 - Leadership and the Supervision of Service

Chapter 4 - Employee Motivation

Part II - What the Supervisor Needs to Do

Chapter 5 - Supervisory Communication

Chapter 6 - Employee Training

Chapter 7 - Employee Complaints and Grievances

Chapter 8 - Employee Counseling and Discipline

Chapter 9 - Building Teams

Chapter 10 - Measuring Performance

Part III - How to Do It

Chapter 11 - Getting a Job of Promotion

Chapter 12 - Putting it All Together

Glossary

Index

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Preface

This book is a practical guide for managers and supervisors to effectively work with people. The book is designed to provide influencing skills to accomplish the objectives of the organization through the activities of others. Most individuals are promoted to management or supervisory positions based on excellent performance in some position. Often, the position did not require individuals to supervise the activities of others. When people find themselves in positions to supervise others, they realize that new skills in addition to those that already exist are necessary for success in that position. Newly appointed supervisors sometimes have the tendency to do the work themselves, as opposed to delegating tasks. This is because the new supervisor is usually an expert at tasks for which others are now responsible. The fact is that the job of supervisors is to accomplish tasks and activities through the actions of other people. The good news for the new supervisor is that in performing most of the tasks personally, she may be sure they are done correctly. The bad news, however, is that she is not really performing the job of supervision.

The progressive positions in business organizations usually involve assuming responsibility for the actions of other people. That is what management is all about. Therefore, the manager who enjoys a developing career ends up in positions of responsibility for more people with each promotion. While management skills are important for career growth, these skills are not always taught to managers. This book is designed to provide the practicing supervisor and the student of management with a quick and practical guide for the supervision of people. The goal of this book is to help managers work smarter, not harder.

SUGGESTIONS FOR THE READER

This book consists of 12 chapters, arranged within three parts. The chapters in Part One of the book focus on conceptual (knowledge) skills required for effective supervision. Part Two contains chapters addressing practical (applied) skills for supervisors to use on the job. Part Three shows the reader job search strategies and how to actually be a supervisor in a live scenario. At the end of each chapter there is a short quiz for readers to test their knowledge of supervision. It is recommended that the reader reflect on actual scenarios in the workplace or do classroom role-play while reading this book. If this book is being used as part of a supervisory skills college course or workplace training program, the facilitator may encourage discussions of actual events to bring the topic to life. The reader is encouraged to convert the knowledge from this book into actual skills to be applied in the workplace. This may be accomplished through two activities. First, apply the knowledge immediately. Turning knowledge into skills requires practice. Practice the knowledge within 24 to 48 hours after reading it. Second, teach these concepts to someone else. We learn through teaching. As one presents this new information to another person, one will reinforce the knowledge and be better prepared to use the knowledge in the workplace. Like the first suggestion, this technique should also be applied within 24 to 48 hours after reading and discussing the information.

Read More Show Less

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