Supervisory Management (HISP)

Overview

Course description

This course will provide HISP students with key skills related to and knowledge of first-line (supervisory) management. Participants will experience the supervisory role as a special case of leadership--the only level of management that interfaces directly with non-management personnel. Communication, leadership and motivational skills will be given special emphasis. An experiential approach will be used to facilitate the learning of basic supervisory skills such as interviewing, appraisal, training and leadership.

Course content

Nature and special role of first-line management. Supervisory responsibilities, roles, linkages and team advisors. Causes of supervisory success and failure.
Management concepts and functions. Time allocation. Tactical planning and implementation. MBO application. Time management. Authority power, delegation process, line and staff authority, strategic planning, budgeting.
Communications. Communication process. Oral and written. Barriers to effective communication. Rumours and the grapevine. Organization communications.
Managing change and stress. People attitudes about work. Management theories X, Y, and Z. Techniques for changing attitudes.
Human motivation. Content, process, and reinforcement theories and their application.
Building relationships with individuals. Goals of human relations training, maintaining relationships with subordinates, peers and the superiors. Interpersonal skills.
Supervising groups.
Leadership and management styles. Leadership models and continuum. Assertiveness. Assessing leadership.
Employee selection and orientation. Training. Appraisal process and methods. Positive and negative discipline. Conflict management.
Special concerns. Security, safety and health. Workplace Hazardous Materials Information System (WHMIS) legislation.
Unions. Contract administration. Handling grievances.

Learning activities

Short lectures, strong emphasis on role-playing and structured experiences.

Means of assessment

Term test (2) 20%

Class participation 10%

Mid-term examination 20%

Project 20%

Final examination 30%

100%

Learning outcomes

At the end of the course, the successful student should be able to:

describe the unique problems of being a supervisor as well as the special skills, responsibilities, roles and attributes required of supervisors.
describe the essential functions of management as they relate to all levels of management and the emphasis and time allocated to these functions at the supervisory level in particular.
explain the basic principles and tools that are essential to the supervisory role for practical application in a hospital setting.
describe in a practical way the models and theory base associated with managing change, human motivation techniques, team building dynamics, group supervision and leadership/management style choices.
explain the importance of enhancing productivity through proper employee selection and induction, training, results appraisal and deficiency correction.
describe proper ways of dealing with employee complaints and productivity problems.
demonstrate key supervisory skills: training, appraising, interviewing and dealing with performance problems.

Textbook materials

Textbooks and Materials to be Purchased by Students

Plunkett, W. Richard. Supervision: The Direction of People at Work, latest ed. Allyn & Bacon Publishers.

Requisites

Prerequisites

BC Pre-Calculus 11

Corequisites

No corequisite courses.

Equivalencies

No equivalent courses.

Course Guidelines

Course Guidelines for previous years are viewable by selecting the version desired. If you took this course and do not see a listing for the starting semester / year of the course, consider the previous version as the applicable version.

January 2009 (Current)