Blasting Certificate: People, Supervisory and Business Management Skills (Including Practical Exposure and Logbook Monitoring) – Module 9: Basic Supervision Principles

Lesson 1 – Assertiveness
17 Topics
CRITERIA 1.1 – Why are good Supervisors so important?
CRITERIA 1.2 – What makes a good Supervisor?
CRITERIA 1.3 – What type of personal qualities and attributes?
CRITERIA 1.4 – What type of technical skills and knowledge?
CRITERIA 1.5 – What type of experience on-the-job?
CRITERIA 1.6 – What type of formal training?
CRITERIA 1.7 – What type of mentoring?
CRITERIA 1.8 – What type of management support?
CRITERIA 1.9 – Everyday functions of a good Supervisor
CRITERIA 1.10 – Tips for putting the functions into practice
CRITERIA 1.11 – Supervisors in the communication cycle
CRITERIA 1.12 – Communicating with the boss
CRITERIA 1.13 – Quick tips for Team Toolbox Meetings
CRITERIA 1.14 – CHAPTER 1B – Helping Newly Promoted Managers Succeed – Good for Them, Good for You
CRITERIA 1.15 – People Skills in the Beginning
CRITERIA 1.16 – Troubleshooting in the Beginning
CRITERIA 1.17 – Initial Team Meetings
Lesson 2 – Stress Management
4 Topics
CRITERIA 2.1 – Working with the boss: Introduction
CRITERIA 2.2 – Use the Boss as a “Sounding Board”
CRITERIA 2.3 – Get to know the boss
CRITERIA 2.4 – Do Not Pass the Monkey (i.e. Don’t Make Extra Work for the Boss)
Lesson 3 – Social Styles
2 Topics
CRITERIA 3.1 – Helping supervisors understand the value of a customer – for life!
CRITERIA 3.2 – Principles of Customer Loyalty
Lesson 4 – Leadership Styles
5 Topics
CRITERIA 4.1 – Introduction
CRITERIA 4.2 – Align Behaviour
CRITERIA 4.3 – Time and Influence
CRITERIA 4.4 – Motivational Assumptions
CRITERIA 4.5 – Consistent Accountability
Lesson 5 – Labour Law Basics
2 Topics
CRITERIA 5.1 – Employment Law: Compliance Basics – Introduction
CRITERIA 5.2 – Labour Law Basics
Lesson 6 – Decision Making
6 Topics
CRITERIA 6.1 – Introduction
CRITERIA 6.2 – Clear Expectations – Distinguishing Activities from Results
CRITERIA 6.3 – Well-Defined Performance Standards What Does Good Work Look Like?
CRITERIA 6.4 – The Gold Standard – The Importance of- Setting Minimum Performance Goals
CRITERIA 6.5 – Accurately Measuring Performance – How Will We Know?
CRITERIA 6.6 – Making the Review Process Valid
Lesson 7 – Conflict Handling
4 Topics
CRITERIA 7.1 – Introduction
CRITERIA 7.2 – Addressing Workplace Complaints
CRITERIA 7.3 – Tactics for Handling Employee Conflicts
CRITERIA 7.4 – Handling Personal Requests
Lesson 8 – Performance Management
2 Topics
CRITERIA 8.1 – Introduction
CRITERIA 8.2 – Confronting Poor Performance
Lesson 9 – Communication and Problems
7 Topics
CRITERIA 9.1 – Introduction
CRITERIA 9.2 – Trouble Makers
CRITERIA 9.3 – Handling Grievances
CRITERIA 9.4 – Tardiness and Absenteeism
CRITERIA 9.5 – Sexual Harassment/Hostile Work Environment
CRITERIA 9.6 – Outside Problems
CRITERIA 9.7 – Rush Requests and Crises
Lesson 10 – Coaching
3 Topics
CRITERIA 10.1 – Introduction
CRITERIA 10.2 – Identifying Performance Needs
CRITERIA 10.3 – Coaching Styles
Lesson 11 – Delegation & Time Manage
5 Topics
CRITERIA 11.1 – Introduction
CRITERIA 11.2 – Preventing Upward Delegation
CRITERIA 11.3 – Assigning Work and Initiative
CRITERIA 11.4 – Assigning Overtime
CRITERIA 11.5 – Delegating Work – To Delegate or Not
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CRITERIA 2.1 – Working with the boss: Introduction

Blasting Certificate: People, Supervisory and Business Management Skills (Including Practical Exposure and Logbook Monitoring) – Module 9: Basic Supervision Principles Lesson 2 – Stress Management CRITERIA 2.1 – Working with the boss: Introduction

Effective managers understand the importance of developing a good relationship with their boss. A good relationship with the boss means becoming a valued resource to the boss. Since the boss is the person with the greatest control over their future as a manager, how well new managers manage this relationship will, to a great degree, have a critical impact on their career aspirations and success at that job.

 

Human resources can assist newly promoted managers by pointing out specific things a new supervisor or manager can do – at first and then routinely – to become a valued resource to the boss.

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