Supervisory Skills Quotes

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.

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.

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.