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Difference between supervision and monitoring by sajjad awan

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Difference between supervision and monitoring by sajjad awan

  1. 1. SUPERVISION AND MONITORING SAJJAD AWAN Sajjad Ahmad Awan PhD Research Scholar
  2. 2. SUPERVISION At the end of this SESSION participants will be able to: • Describe different supervisory roles. • Identify necessary supervisory skills. • Describe the conceptual model of Situational Supervision. • Identify behaviors associated with both supervision styles and employee development. • Using a supervisory check list • Monitoring and Monitoring tool Sajjad Ahmad Awan PhD Research Scholar
  3. 3. MANAGERIAL CYCLE DIRECTING IMPLEMENTING SUPERVISING PLANNING MONITORING SITUATION ANALYSIS EVALUATING Sajjad Ahmad Awan PhD Research Scholar
  4. 4. DEFINITION MOTIVATING PEOPLE TO DO THEIR BEST • Typically supervision refers to the activity carried out by supervisors to oversee the productivity and progress of employees who report directly to them. • Supervision is a management activity and supervisors have a management role in the organization. • Supervisors convey information and directives from upper management to employees and are responsible for getting work done. • An art or process by which designated individual or group of individuals oversee the work of others and establish control to improve the work and as well as the workers also. Sajjad Ahmad Awan PhD Research Scholar
  5. 5. • SUPERvision superVISION Sajjad Ahmad Awan PhD Research Scholar
  6. 6. Supervisory roles • • • • • Role Model Teacher Mentor Motivator, Coach Sajjad Ahmad Awan PhD Research Scholar
  7. 7. RESPONSIBILITIES • • • • • Communicate and clarify major job duties, priorities, and expectations. Establish and communicate performance standards. Monitor employees' performance through observation, discussion, etc. Document good and unacceptable performance. Provide continuous coaching and constructive feedback in a timely manner. Sajjad Ahmad Awan PhD Research Scholar
  8. 8. RESPONSIBILITIES (contd.) • Hold performance discussions (at least annually). • Correct poor performance and reinforce good performance. • Help employees to develop skills and abilities for improved performance. • Provide necessary information, resources, and opportunities to help accomplish key objectives Sajjad Ahmad Awan PhD Research Scholar
  9. 9. Performance Management • • • • • Job Description Performance Standards Observation & Feedback Performance Appraisal Performance Development Sajjad Ahmad Awan PhD Research Scholar
  10. 10. Performance Analysis Matrix High B Resource or Environment C Selection eva h eey o p m e h se o D l e t wonk bo e a r po ppa j t i r A Motivation D Training low low Does the employee have the proper attitude (desire) to perform the job? Sajjad Ahmad Awan PhD Research Scholar High
  11. 11. Performance problems Basic reasons why employees do not perform well) • • • • • Lack of skills Lack of Information Motivational Issues Personal Issues Environmetal Issues Sajjad Ahmad Awan PhD Research Scholar
  12. 12. Stages of an employee joining an organization • • • • What do I get ? What do I give ? Do I belong here ? How we all can grow ? Sajjad Ahmad Awan PhD Research Scholar
  13. 13. How to motivate? • • • • • • Do I know what is expected of me at work? Do I have the materials and equipment I need to do my work right? At work, do I have the opportunity to do what I do best every day? In the last seven days, have I received recognition or praise for doing good work? Does my supervisor, or someone at work, seem to care about me as a person? Is there someone at work who encourages my development? Sajjad Ahmad Awan PhD Research Scholar
  14. 14. How to motivate? (contd.) • At work, do my opinions seem to count? • Does the mission/purpose of my company make me feel my job is important? • Are my co-workers committed to doing quality work? • Do I have a best friend at work? • In the last six months, has someone at work talked to me about my progress? • This last year, have I had opportunities at work to learn and grow? Sajjad Ahmad Awan PhD Research Scholar
  15. 15. USING A SUPERVISORY CHECK LIST • It’s a tool to ensure a systematic approach to supervision by reminding the supervisors to focus on the knowledge,skill,major activities,plans and performance of the worker • No checklist format ideal for all situations • To be developed to suit his specific needs • Two essential parts:1) List of activities and skills to be supervised.2) Space for the supervisor to make notes on his observations,assessment,recommendations,or actions taken. Sajjad Ahmad Awan PhD Research Scholar
  16. 16. Monitoring • Would you drive in a Car only using the rear-view mirror? Sajjad Ahmad Awan PhD Research Scholar
  17. 17. Monitoring Monitoring: routine or continuous measurement of progress while the project is ongoing 1. Checking and measuring progress 2. Analyzing the situation 3. Reacting to new events, opportunities, and issues Sajjad Ahmad Awan PhD Research Scholar
  18. 18. Monitoring If you can’t measure it – You probably can,t manage it Sajjad Ahmad Awan PhD Research Scholar
  19. 19. Monitoring 1. Define Objectives 2. Develop Indicators 3. Collect Data 4.Analyse Performance Sajjad Ahmad Awan PhD Research Scholar
  20. 20. Monitoring Tools Program Implementation Plan GANTT Chart (Activity vs. Time) Other pre-designed tools: Sajjad Ahmad Awan PhD Research Scholar
  21. 21. Sajjad Ahmad Awan PhD Research Scholar
  22. 22. Evaluation Evaluation: Measurement of progress, results, and impact when project is completed Time Cost Quality Sajjad Ahmad Awan PhD Research Scholar Scope
  23. 23. Differences Between Monitoring and Evaluation Monitoring Evaluation Frequenc Continuous y Episodic (end of project) Focus Tracking Progress / Oversight Critique Purpose Improve efficiency, adjust Improve work plan effectiveness, impact, future projects Sajjad Ahmad Awan PhD Research Scholar
  24. 24. Differences Between Monitoring and Evaluation (contd.) Monitoring Component Inputs, outputs, process s outcomes, work plans Evaluation Effectiveness, relevance, impact, cost-effectiveness Information Routine systems, field Sources observations, progress reports, rapid assessments Same + surveys, Conducted Project manager, by program manager, supervisor, team lead Program managers, external parties, policy-makers, beneficiaries Sajjad Ahmad Awan PhD Research Scholar

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