Case 1-A: Transition to Supervisor
Tristan came in on the ground floor in his company and had excelled in his position for several years when he was promoted to a supervisory position. He was excited about the increased responsibility and money, and he also enjoyed the status and respect that came with the new title.
Tristan’s position was to supervise a new production department at a new plant site of his small regional company. In preparation he was ordered to attend a two-week supervisor’s training program at headquarters. As he expected, the training was focused on human resources (HR) concerns, customer satisfaction issues, and corporate quality production expectations. Because the new location was intended to showcase the company’s strength in quality manufacturing, he was allowed to recruit his own team from among the company’s statewide employee pool. Several seasoned workers, acquainted with him as a result of his time with the company, expressed interest in the startup department.
Lauren was hired as the departmental administrative assistant and William was hired as the new line foreman. Tristan was elated and felt that things were moving ahead quickly enough for his superiors to be pleased with the progress he was making. He continued to fill the necessary positions. Within a month the department was ready to get going. Everyone was excited, attitudes were positive, and he was looking forward to the inaugural production run.
Tristan had never held a supervisory position before, yet he knew Lauren and William were both strong employees with great work ethic. He was certain everyone he selected possessed a similar work ethic and was driven to succeed. However, this quickly proved erroneous, and when it became obvious the hoped-for production quality was nonexistent, everything became a dismal failure all at once. The department failed to produce at the expected quality level, and turmoil among the employees was widespread. During the nearly two years he was supervisor, Tristan was never able to earn the respect of his employees or experience the success in production quality envisioned by the company.
In reality, many first-time supervisors earn their position by simply doing well at their job; however, without proper training, in both supervision and leadership, disappointing outcomes like Tristan’s are more common than you would imagine. Just because an employee is good, or even great, it does not mean he or she will be a great supervisor.
RESPONDING TO THE CASE
1. If you envision transitioning into a supervisory position, what can you do to ensure you don’t end up like Tristan?
2. What supervisory competencies should you work to develop? Why?
3. Which of the four management functions do you believe most supervisors need help with? Why do you think this is the case?
4. The role of supervisor can be considered a first step toward management. What are the benefits and potential disadvantages of pursuing a management career?