Today’s organizational supervisors in the third millennium face far greater challenges than any of their predecessors. Enterprises of all kinds are not only supposed to pursue higher quality, meet and exceed ever-changing customer expectations and beat ever-more agile competition, but expect this to be achieved in less time, with fewer people, using more modern technology and working within the flattest possible organizational structure. Supervisors (especially first line ones) must therefore constantly “juggle” their time and energy to simply survive (and try to remain reasonably sane in the process).
Despite these challenges, the good news is that any supervisor’s main competencies or skills clusters can be broken into five key (and relatively unchanging) activity sets. In other words, supervisors can usually cope well if they are strong or developed their skills in each of these areas.
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