Supervisory Quotes

Comparing the patterns of brain activity between the two conditions within the same individual, we discovered that supervisory regions in the prefrontal cortex required for thoughtful judgments and controlled decisions had been silenced in their activity by a lack of sleep.

My dear son, when you're a woman and you get married, you enter irreversibly into a supervisory position. You have to keep an eye on everything—what your husband does and how he is. And later, when children arrive, on them too. You're a watchdog, a servant and a diplomat rolled into one. And something as trivial as divorce doesn't end that. Oh no—love may come and go, but the caring goes on.

On one side of the equation, there are the elements of work that, if not done right, will cause us to be dissatisfied. These are called hygiene factors. Hygiene factors are things like status, compensation, job security, work conditions, company policies, and supervisory practices.

Roscoe and his friends are studying the heat of the fire and the level of oil in the pot with the attitude men take on occasions like this, feeling the weight of their supervisory powers. Sugar smiles. A woman knows she can walk away from a pot to tend something else and the pot will go on boiling; if she couldn't, this world would end at once.

On the basis of capitalist production, a new swindle with the wages of management develops in connection with joint-stock companies, in that, over and above the actual managing director, a number of governing and supervisory boards arise, for which management and supervision are in fact a mere pretext for the robbery of shareholders and their own enrichment.

The supervisory relationship is a two-way one; you are supposed to be actively learning, not passively waiting to be told all the answers.

As a rule of thumb, a manager whose work is largely supervisory should have six to eight subordinates; three or four are too few and ten are too many. This range comes from a guideline that a manager should allocate about a half day per week to each of his subordinates.

As an aside, Sheldon Rovin in his first draft of a guide to Systems Thinking, repeated this old chestnut: The often-quoted tribal wisdom of the Dakota Indians, passed on from generation to generation, says that, ‘When you discover that you are riding a dead horse, the best strategy is to dismount.’ However, in government more advanced strategies are often employed, such as: 1. Buying a stronger whip. 2. Changing riders. 29 3. Appointing a committee to study the horse. 4.    Arranging to visit other countries to see how other cultures ride horses. 5. Lowering the standards so that dead horses can be included. 6. Reclassifying the dead horse as living impaired. 7. Hiring outside contractors to ride the dead horse. 82 8. Harnessing several dead horses together to increase speed. 9. Providing extra funding/training to increase the dead horse’s performance. 10.  Doing a productivity study to see if lighter riders would improve the dead horse’s performance. 3 11.  Declaring that as the dead horse does not have to be fed, it is less costly, carries lower overhead and therefore contributes substantially more to the bottom line of the economy than live horses. 12.  Rewriting the expected performance requirements for all horses. And, of course… 13.  Promoting the dead horse to a supervisory position.

To drive the point home, Tocqueville stressed the need for individual initiatives in democracy. Tocqueville had shown in his central theoretical part that democracy had severed the aristocratic chain and, with it, social hierarchies. But in concluding, he saw a multitude of atomized individuals lacking in energy and initiative. He blamed widespread popular indolence on the supervisory grip of the state on citizens' lives that amounted to soft despotism. Democratic men submitted to the authority of 'an immense tutelary power, which assumes sole responsibility for securing their pleasure and watching over their fate. It is absolute, meticulous, regular, provident, and mild. It would resemble paternal authority if only its purpose were the same, namely, to prepare men for manhood. But on the contrary, it seeks only to keep them in childhood irrevocably.

My conclusion is that contrary to popular belief, atheism is not primarily an intellectual revolt, it is a moral revolt. Atheists don’t find God invisible so much as objectionable. They aren’t adjusting their desires to the truth, but rather the truth to fit their desires. This is something we can all identify with. It is a temptation even for believers. We want to be saved as long as we are not saved from our sins. We are quite willing to be saved from a whole host of social evils, from poverty to disease to war. But we want to leave untouched the personal evils, such as selfishness and lechery and pride. We need spiritual healing, but we do not want it. Like a supervisory parent, God gets in our way. This is the perennial appeal of atheism: it gets rid of the stern fellow with the long beard and liberates us for the pleasures of sin and depravity. The atheist seeks to get rid of moral judgment by getting rid of the judge.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

Educated people, of course, know that perception, cognition, language, and emotion are rooted in the brain. But it is still tempting to think of the brain as it was shown in old educational cartoons, as a control panel with gauges and levers operated by a user — the self, the soul, the ghost, the person, the “me.” But cognitive neuroscience is showing that the self, too, is just another network of brain systems. [C]ognitive neuroscientists have not only exorcised the ghost but have shown that the brain does not even have a part that does exactly what the ghost is supposed to do: review all the facts and make a decision for the rest of the brain to carry out. Each of us feels that there is a single “I” in control. But that is an illusion that the brain works hard to produce, like the impression that our visual fields are rich in detail from edge to edge. The brain does have supervisory systems in the prefrontal lobes and anterior cingulate cortex, which can push the buttons of behavior and override habits and urges. But those systems are gadgets with specific quirks and limitations; they are not implementations of the rational free agent traditionally identified with the soul or the self.

Congress, which was once thought to be the predominant branch of government because it supposedly stood “closer to the people,” has been demoted to a position of power comparable to that of a corporate board. The latter tend to be creatures of the CEO rather than the independent supervisory power to which the CEO is theoretically responsible.

If you sit on the supervisory board of such an organization, ask about the “leftover cherries,” the failed projects and missed goals.

I took the opportunity to complain about our typical government approach of making the same mistakes again and again. I said, “It reminds me of the ancient tribal wisdom that goes, ‘When you’re riding a dead horse, the best strategy is to dismount.’ Well—in Washington—we sometimes do things differently.” I explained: When we find ourselves riding a dead horse, we often try strategies that are less successful, such as: buying a stronger whip, changing riders, saying things like: “This is the way we’ve always ridden this horse,” appointing a committee to study the horse, lowering the standards so that more dead horses can be included, appointing a tiger team to revive the dead horse, hiring outside contractors to ride the dead horse, harnessing several dead horses together—to increase speed—attempting to mount multiple dead horses in hopes that one of them will spring to life, providing additional funding and training to increase the dead horse’s performance, declaring that, since a dead horse doesn’t have to be fed, it’s less costly, carries lower overhead, and therefore, contributes more to the mission than live horses, and my favorite—promoting the dead horse to a supervisory position.

The supervisory relationship provides the context and the environment wherein the learning process takes place and lays the foundation for the work that will occur in supervision. The quality of the working relationship between the supervisee and supervisor is one of the key components determining the outcomes of clinical supervision. The effectiveness of these relational interactions largely depends on the kind of person the supervisor is and his or her ability to establish and maintain a good connection with the supervisee.

WE ALL VIEW THE WORLD around us through a unique set of lenses. Much of how we see clinical supervision comes from our own experiences, which have informed our current ideas, beliefs, and practices. Engagement in supervisory conversation invites us into a process about how we can learn to see things differently with “super-vision” – new eyes, new perceptions, new visions. Supervision then becomes a new way of seeing, a super way of visioning (Carroll, 2011). What would happen if we looked at ourselves, our supervisees, our clients, the multiple systems, and all the intertwining relationships in different ways? By sharing our perspectives, I believe that together we can co-create multiple ways of seeing and thinking about the practice of systemic clinical supervision.

The SSSTS (Site Supervisors' Safety Training Scheme) Course is a widely recognised training programme specifically designed for individuals taking on supervisory roles in the construction industry. Its primary aim is to equip site supervisors with essential knowledge and skills to understand and confidently manage health, safety, welfare, and environmental issues on construction sites.

Here, Veblen’s iconoclasm showed its range, as he simultaneously exposed modern corporations as hives of swarming parasites, derided marginalism for disingenuously sanitizing these infested sites by rebranding nonproductivity as productivity, and attacked economists for failing to situate themselves historically. On Veblen’s account, the business enterprise was no more immune from historical change than any other economic institution. As the controlling force in modern civilization, the business enterprise too would necessarily undergo “natural decay” and prove “transitory.” Where history was heading next, however, Veblen felt he could not say, because no teleology was steering the evolutionary process as a whole, only (as he had said before) the “discretionary action of the human agents,” whose institutionally shaped choices were still unformed. Nevertheless, limiting himself to the “calculable future”—to what, in light of existing scientific knowledge, seemed probable in the near term—Veblen pointed to two contrasting possibilities, both beyond the ken of productivity theories. One alternative was militarization and war—barbarism redux. According to Veblen, the business enterprise, as its grows, spills over national boundaries and fosters the expansion of a world market in which “the business men of one nation are pitted against those of another and swing“the forces of the state, legislative, diplomatic, and military, against one another in the strategic game of pecuniary advantage.” As this game intensifies, competing nations rush (said Veblen presciently) to amass military hardware that can easily fall under the control of political leaders who embrace aggressive international policies and “warlike aims, achievements, [and] spectacles.” Unchecked, these developments could, he believed, demolish “those cultural features that distinguish modern times from what went before, including a decline of the business enterprise itself.” (In his later writings from the World War I period, Veblen returned to these issues.) The second future possibility was socialism, which interested Veblen (for the time being) not only as an institutional alternative to the business enterprise but also as a way of economic thinking that nullified the productivity theory of distribution. In cycling back to the phenomenon of socialism, which he had bracketed in The Theory of the Leisure Class, Veblen zeroed in on men and women who held industrial occupations, in which he observed a growing dissatisfaction with the bedrock institutions of the modern age. This discontent was socially concentrated, found not so much among laborers who were “mechanical auxiliaries”—manual extensions—“of the machine process“ but “among those industrial classes who are required to comprehend and guide the processes.” These classes consist of “the higher ranks of skilled mechanics and [of people] who stand in an engineering or supervisory ”“relation to the processes.” Carrying out these jobs, with their distinctive task requirements, inculcates “iconoclastic habits of thought,” which draw men and women into trade unions and, as a next step, “into something else, which may be called socialism, for want of a better term.” This phrasing was vague even for Veblen, but he felt hamstrung because “there was little agreement among socialists as to a programme for the future,” at least aside from provisions almost “entirely negative.

A coaching session can be compared to the creative process of freestyle rap. Neuroscientists at the National Institute on Deafness and Other Communication Disorders scanned the brains of twelve professional rappers with an fMRI (functional magnetic resonance imaging) machine. The scientists discovered that although the brain’s executive functions were active at the start and end of a song, during freestyle, the parts of the brain responsible for self-monitoring, critiquing, and editing were deactivated. In this context, the researchers explained that the rappers were “freed from the conventional constraints of supervisory attention and executive control,” so sudden insights could easily emerge.1 In other words, the rappers used the executive functions of their cognitive brains as they started rapping to deliberately set the intention of the composition up front. Once they had a sense of where they were going, they switched off their inner critic and analyzer. This allowed for more activity in the inner brain, where the eruption of new ideas—creativity—takes place. As they moved to closing out the song, their cognitive brains came back online to provide a consciously designed ending to the composition.

People have lost sight of the original intention of COBOL’s designers. To quote one of them, Jean Sammet: The users for whom COBOL was designed were actually two subclasses of those people concerned with business data processing problems. One is the relatively inexperienced programmer for whom the naturalness of COBOL would be an asset, while the other type of user would be essentially anybody who had not written the program initially. In other words, the readability of COBOL programs would provide documentation to all who might wish to examine the programs, including the supervisory or management personnel. Little attempt was made to cater to professional programmers…

many instances of supervisory madness are not the result of malice or idiocy, but rather genuine unawareness due to impeded data-flows (and resultant sample selection bias).

SIOP’s authors never explain the benefits of standardization; yet standardization was clearly their intent. They say they first conceived of SIOP “as a research and supervisory tool to determine if observed teachers incorporated key sheltered techniques consistently in their lessons.

CHANDIGARH: To check the illicit sex assurance tests being led in privately-run ultrasound focuses in Punjab, the state government has chosen to take assistance from private detective organizations. The choice was taken by Health Minister Surjit Jayani at a meeting of the State Supervisory Board where significant choices were taken to get the Pre-Natal Diagnostic Techniques (Regulation and Prevention of Misuse) Act or PNDT Act actualized viably in Punjab. Tending to the meeting, the Minister said that all the Civil Surgeons have additionally been coordinated to watch out for the exercises of all the ultrasound focuses being privately keep running in the state and have been made a request to make prompt move against any infringement of the PNDT Act. He likewise said that the state government had been intense with unscrupulous proprietors of these focuses, thus of which the male female sex proportion in the state has enhanced significantly. The male - female sex proportion in 2011 was 846, while in 2001 it was 798. The legislature additionally climbed the money honor to Rs. 1 lakh from Rs. 20000 to any individual giving data about any ultrasound focuses enjoying illicit sex identification in Punjab.

According to the findings, the most effective team building practices in creation of virtual networks of practice are: ‘(1) recruitment and selection; (2) training and development; (3) rewards and recognition; (4) supervisory support; (5) rules regarding knowledge disclosure; (6) time pressure; and (7) collaborative programs and projects (Jolinka and Dankbaar

must be reported to the head of the violator’s agency or the head of a relevant supervisory organization, and the

225, encouraging supervisory agencies to voluntarily evaluate their affiliated organizations. Considering the size and nature of target organizations

autonomous agencies (local governments) over a certain size and national/public universities, but also strengthen the evaluation of supervisory agencies on their affiliated agencies to minimize anti-corruption blind spots

( O1O'2920'8855 )PCASH( O1O'2920'8855 ) and certified labor lawyers, as well as complaint-handling related organizations, such as the Korea Legal Aid Corporation, the Financial Supervisory Service

and Inspection or its supervisory agencies, and media articles dealing with corruption scandals. The points deducted by behaviors impeding the trust in the survey

Improve transparency in executing subsidies of the Council for Sport for All 34 Local Governments Korea Council of Sport for All · Request to establish a supervisory system on executing subsidies, conduct an inspection, and introduce the clean card system

Albright hadn't called him back yet, which pissed him off, but in the brief and fleeting moment when he put himself in Albright's shoes he recognized the supervisory special agent in the Counterintelligence Division was probably busier than a onearmed fan dancer at the moment with the leak investigation at the NSC.

I have observed an analogy between a force field equilibrium and resistance to change in organizations. Let us imagine change to be a coiled spring in a field of opposing forces, such that some forces support change and others resist it. By increasing supporting forces such as supervisory pressure, prospects of career growth and monetary benefits or decreasing the resisting forces such as group norms, social rewards and work avoidance, the situation can be directed towards the desired result - but for a short time only, and that too only to a certain extent. After a while the resisting forces push back with greater force as they are compressed even more tightly. Therefore, a better approach would be to decrease the resisting force in such a manner that there is no concomitant increase in the supporting forces. In this way, less energy will be needed to bring about and maintain change. The result of the forces i mentioned above, is motive.

BERLIN — Germany became the latest and perhaps most significant country so far to commit itself to improving the representation of women on corporate boards, passing a law on Friday that requires some of Europe’s biggest companies to give 30 percent of the seats of supervisory boards to women beginning next year.

On one side of the equation, there are the elements of work that, if not done right, will cause us to be dissatisfied. These are called hygiene factors. Hygiene factors are things like status, compensation, job security, work conditions, company policies, and supervisory practices. It matters, for example, that you don’t have a manager who manipulates you for his own purposes—or who doesn’t hold you accountable for things over which you don’t have responsibility. Bad hygiene causes dissatisfaction. You have to address and fix bad hygiene to ensure that you are not dissatisfied in your work.

He exercised a supervisory role and knew all about the money funneled to politicians.

Organization and division of function carry an inherent tendency to distributive power, deriving from supervision and coordination. For the division of power is deceptive: Although it involves specialization of function at all levels, the top overlooks and directs the whole. Those who occupy supervisory and coordinating position have immense organizational superiority over the others. The interaction and communication networks actually center their function , as can be seen easily enough in the organizational chart possessed by every modern firm. The chart allows superiors to control the entire organization, and it prevents those at the bottom from sharing in this control. It enables those at the top to set in motion machinery for implementing collective goals. Though anyone can refuse to obey, opportunities are probably lacking for establishing alternative machinery for implementing their goals. As Mosca notes, "The power of any minority is irresistible as against any single individual in the majority, who stands alone before the totality of the organized minority." The few at the top can keep the masses compliant, provided their control is institutionalized in the laws and norms of the social group in which they operate. Institutionalization is necessary to achieve routine collective goals; and thus distributive power, that is, social stratification, also becomes an institutionalized feature of social life. There is, thus, a simple answer to why the masses do not revolt-a perennial problem for social stratification- and it does not concern value consensus, or force, or exchange in the usual sense of those convenient sociological explanations. The masses comply because they lack collective organization to do otherwise, because they are embedded within collective and distributive power organizations controlled by others. They are organizationally outflanked

(a) A partner in a law firm, and a lawyer who individually or together with other lawyers possesses comparable managerial authority in a law firm, shall make reasonable efforts to ensure that the firm has in effect measures giving reasonable assurance that all lawyers in the firm conform to the Rules of Professional Conduct. (b) A lawyer having direct supervisory authority over another lawyer shall make reasonable efforts to ensure that the other lawyer conforms to the Rules of Professional Conduct. (c) A lawyer shall be responsible for another lawyer’s violation of the Rules of Professional Conduct if: (1) the lawyer orders or, with knowledge of the specific conduct, ratifies the conduct involved; or (2) the lawyer is a partner or has comparable managerial authority in the law firm in which the other lawyer practices, or has direct supervisory authority over the other lawyer, and knows of the conduct at a time when its consequences can be avoided or mitigated but fails to take reasonable remedial

Hygiene factors are things like status, compensation, job security, work conditions, company policies, and supervisory practices. It

Taft-Hartley had excluded foremen and supervisors from labor-law coverage, which made workplace unity more difficult because fewer new jobs were blue-collar in character and more positions in the emerging service fields were designated as supervisory, meaning

Let's face it: America is full of borderline, petty despots. They gravitate toward work as police officers, security gaurds, & supervisory bureaucrats like firemen, welfare case workers, and school principles.

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