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 9.5 – Sexual Harassment/Hostile Work Environment

Blasting Certificate: People, Supervisory and Business Management Skills (Including Practical Exposure and Logbook Monitoring) – Module 9: Basic Supervision Principles Lesson 9 – Communication and Problems CRITERIA 9.5 – Sexual Harassment/Hostile Work Environment
  • A hostile work environment is unwelcome behaviour of any sort that makes an employee feel uncomfortable, fearful or powerless, or interferes with their work. Sexual harassment can happen to anyone – male or female, student or adult employee. Instances can include language, non-verbal communication or even pictures or displays that make people feel uncomfortable or self–conscious; overt, unwanted flirting; and comments regarding performance that have a gender basis.

 

  • Zero tolerance regarding sexual harassment and/or a hostile work environment should be the rule. If an issue does come up, the manager should never attempt to cover it up. Instead, immediately inform the boss. Depending on the severity of the situation, you may want make sure that the employee has stated that the offending behaviour is unwelcome and let the offending employee know that any future behaviour will result in formal action.
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