Title Page
New Supervisory Skills: Enhancing Performance and Leadership at
Fast Fleet Shoes Manufacturing
Bertha Fraley
MGMT101 B003
02/06/2025
Introduction
As a new Shift Supervisor at Fast Fleet Shoes Manufacturing, I am faced with
a number of challenges within my team. These challenges include low
morale, absenteeism, and interpersonal issues among staff members. The
previous supervisor's failure to meet quotas and inability to lead effectively
has left the department in a difficult position. My role, as a supervisor,
requires both leadership and management skills to improve the team's
performance, address absenteeism, provide career development
opportunities, and resolve conflicts. This paper outlines my plan to tackle
these challenges, using various management theories, including Theory X
and Theory Y, SMART goals, and feedback techniques, as well as leadership
models. The paper will provide solutions for immediate problems, medium-
term goals, and long-term strategies.
Immediate Solutions for Personnel Issues
Addressing Employee Absenteeism and Tardiness
The issue of absenteeism and tardiness must be addressed immediately. One
employee has been frequently absent, and another is consistently late.
According to McGregor's Theory X, individuals who exhibit such behaviors
may be viewed as lacking motivation or self-discipline. To correct this
behavior, I will begin by conducting counseling sessions with these
employees. These meetings will focus on understanding the root causes of
absenteeism, whether personal or work-related, and setting SMART
(Specific, Measurable, Achievable, Relevant, and Time-Bound) goals
for improvement. I will outline clear expectations, emphasizing the
importance of attendance and the potential consequences if the behavior
continues.
Feedback will be provided regularly, and I will closely monitor their progress.
If the absenteeism does not improve after a set period, additional corrective
measures, such as a formal performance improvement plan, will be
implemented. It is essential to hold employees accountable while
maintaining open communication to ensure the team understands the
company's expectations.
Addressing the Employee Seeking Promotion
Another employee has been with the company for 14 years and is seeking
promotion to a co-lead or supervisory position. This employee, who has
valuable experience, is frustrated because some younger workers perceive
him as "too slow" and unable to adapt to new technology. According to
generational differences theory, this issue can be seen as a conflict between
older and younger employees, with the younger generation possibly being
more tech-savvy.
As his supervisor, I will meet with him to discuss his career goals and
development opportunities. I will acknowledge his experience and
contributions to the company while explaining that promotion decisions are
based on a combination of factors, including proficiency with new
technologies. To address this, I will recommend a training program or
mentorship opportunities to help him improve his technological skills.
Additionally, I will promote a collaborative environment, encouraging
younger employees to assist their older colleagues and build a sense of
teamwork.
I will also ensure that my decision-making process is transparent and fair.
This approach aligns with Theory Y, which suggests that individuals are
motivated by personal growth and achievement. The goal is to create a
culture where all employees feel that their potential is being nurtured.
Handling the New Single Mother Worker
A new employee, a single mother, has expressed a desire to progress in her
career but has concerns about childcare. She has asked if remote work is a
possibility, as she believes she could perform her inventory control duties
just as effectively from home several days a week. While the company does
not currently support remote work, I see the potential benefits of offering
some flexibility to help her maintain a work-life balance.
Using Theory Y principles, I will acknowledge her motivation and
commitment to her job and explore ways to provide a more flexible work
schedule. Although remote work is not part of the company culture at the
moment, I will assure her that I will revisit the issue periodically, especially if
her performance continues to be exemplary. I will also explore the possibility
of flexible hours or offering her opportunities to make up missed time. By
demonstrating empathy and active listening, I can foster a positive
relationship and help her feel supported.
Building a Stronger Team and Improving Morale
Leadership vs. Management
As a supervisor, I must balance both leadership and management. While
management involves overseeing tasks and ensuring goals are met,
leadership is about inspiring and motivating the team. According to
Northouse (2018), effective leaders are those who build trust, communicate
effectively, and focus on developing their team members. In my case, I will
prioritize building trust through Management by Walking Around
(MBWA), where I will make regular, informal visits to the production floor to
observe, interact with employees, and provide on-the-spot feedback.
By leading through example and demonstrating both commitment to
performance and compassion for personal issues, I will create an
environment that encourages team members to take responsibility for their
work.
Improving Team Morale
Given the low morale of the department, it is important to address team
engagement. I will schedule regular one-on-one meetings with each
employee to gather feedback and understand their concerns. These
meetings will allow employees to feel heard and valued. Additionally, I will
implement team-building activities to foster cooperation and trust.
Encouraging employees to share their successes and challenges will help
build camaraderie and boost morale.
I will also establish SMART goals for the team to clarify expectations and
provide measurable benchmarks for performance. Regular feedback, both
positive and constructive, will be crucial for maintaining momentum and
enhancing team cohesion.
Long-Term Strategy for Leadership Development and Organizational
Growth
Training and Development
To ensure long-term success, I will introduce a structured training and
development program for employees. This program will focus on technical
skills, leadership development, and career progression. The older employee
seeking promotion can benefit from targeted training in new technology,
while younger employees can be given opportunities to develop leadership
skills.
Additionally, I will explore mentorship programs where more experienced
employees can guide those newer to the organization, fostering a culture of
continuous learning and mutual support. I will also ensure that career
development pathways are clearly communicated to employees so they
understand what is required to progress within the company.
Changing the Organizational Culture
As a long-term goal, I will work with upper management to initiate a
discussion on remote work and flexible scheduling options. This could be a
key factor in attracting and retaining talent, especially for employees with
young children or other personal responsibilities. While I do not expect
immediate changes, I will gather data on the feasibility of such policies and
provide management with recommendations for a pilot program.
In the meantime, I will continue to provide feedback loops to my team,
asking for input on potential improvements. This will ensure that any
changes are in line with employee needs and organizational goals.
Conclusion
In summary, addressing the immediate challenges of absenteeism, tardiness,
career development, and morale requires a balanced approach of leadership
and management. By implementing SMART goals, offering training and
development, and maintaining open communication, I aim to create a more
productive and engaged team. Long-term, I will focus on creating a culture
that values flexibility and personal growth, ensuring that employees feel
supported both professionally and personally. Through consistent feedback
and empathetic leadership, I will work towards transforming the department
into a high-performing, motivated team.
References
McGregor, D. (1960). The human side of enterprise. McGraw-Hill.
Northouse, P. G. (2018). Leadership: Theory and practice (8th ed.). Sage
Publications.
Bauer, T. N., & Erdogan, B. (2016). Organizational behavior: A practical,
problem-solving approach. McGraw-Hill.
