9781430806196

Supervisory Management N4
Lecturer’s Guide
ISBN: 978-1-4308-0619-6
Jowaheer Consulting and Technologies
This Lecturer’s Guide accompanies the following Student’s Book:

Title: Supervisory Management N4
Author: Jowaheer Consulting and Technologies
ISBN: 978-1-4308-0473-4
Web PDF ISBN: 978-1-4308-0543-4
Supervisory Management N4
Lecturer’s Guide
© Jowaheer Consulting and Technologies, 2016
All rights reserved. No part of this publication may be reproduced, stored in a

retrieval system, or transmitted in any form or by any means, electronic,
photocopying, recording, or otherwise, without the prior written permission of the
copyright holder or in accordance with the provisions of the Copyright Act, 1978 [as
amended]. Any person who does any unauthorised act in relation to this publication
may be liable for criminal prosecution and civil claims for damages.
First published in 2016 by

Troupant Publishers [Pty] Ltd
PO Box 4532
Northcliff
2115
Distributed by Macmillan South Africa [Pty] Ltd
ISBN: 978-1-4308-0619-6
It is illegal to photocopy any page of this book without written permission from the
publisher.
While every effort has been made to ensure the information published in this work is
accurate, the authors, editors, publisher and printers take no responsibility for any
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Contents
Module 1: Introduction to supervisory management ........................................................... 1
Assessment activity 1.1 .......................................................................................................... 1
Summative assessment ........................................................................................................... 4
Module 2: Planning .................................................................................................................. 6

Summative assessment ........................................................................................................... 6
Module 3: Organising .............................................................................................................. 8

Summative assessment ......................................................................................................... 10
Module 4: Leading (utilisation of human resources) .......................................................... 12

Assessment activity 4.1 ........................................................................................................ 12
Module 5: Controlling ........................................................................................................... 17

Module 6: Labour relations .................................................................................................. 19

Module 7: Training and development of employees ........................................................... 23

Module 8: Financial compensation ...................................................................................... 25

Module 9: Loss control and industrial housekeeping ......................................................... 27

Module 10: Quality control ................................................................................................... 32

Supervisory Management N4 Lecturer’s Guide

Published by Troupant Publishers, © Jowaheer Consulting and Technologies, 2016
Module 1: Introduction to supervisory management
Assessment activity 1.1

1.
• Operations.
• Marketing.
• Financing. (3)
2. See Figure 1.4 in the Student’s Book. (12)
Top management
Top management refers to members of the board of directors, for example:
• The chief operating officer (COO), chief executive officer (CEO), managing director
or president.
• The chief financial officer (CFO) or financial director.
• The directors of various departments, for example human resources, production and
marketing.
Their responsibilities include:

• Long-term planning and the development of policies.
• Operational and financial decisions.
• Public relations.
Middle management
Middle managers act as the link between top management and lower management. They
generally act as heads of departments. Their responsibilities include:
• Logistical and operational decisions.
• Budget decisions.
• Human resource decisions.
• Crisis management.
Lower management
Lower management acts as the link between middle management and non-managerial
employees. Job titles for lower management include:
• Supervisors.
• First line managers.
• Shift managers.
• Team leaders.
• Foremen.
Their responsibilities include:

• Dealing with operational issues on a day-to-day basis.
• Coordinating employees and work schedules.
• Planning, leading, organising, staffing and controlling.
• Team building.

1
• Ensuring safety standards.
• Identifying weaknesses and planning for training.
• Updating middle management using progress reports.
(Any two responsibilities as listed above)
3. The most sought-after qualities and skills in a supervisor. (5)
Qualities Example
3.1 Knowledge and job a) Any one below:
know-how • Thorough knowledge of the job is one of the key
qualities of a supervisor.
• Part of the supervisor’s job is to train others.
Supervisors must also be familiar with company
policies and procedures.
3.2 Experience b)
• Supervisors should preferably have at least five years’
relevant trade experience.
3.3 Education c) Any one below:
• Supervisors should preferably have at least a national
diploma in their field.
• Supervisors should be prepared for ongoing training.
3.4 Personal characteristics d) Any one below:
• These include excellent leadership qualities, respect,
fairness, politeness, commitment, integrity, tolerance
for stress, reliability, creativity and a cooperative
attitude.
• Supervisors need to be able to inspire confidence and
enthusiasm.
• Supervisors take personal responsibility for achieving
organisational goals and objectives.
3.5 Health e)
• Supervisors should be in a good state of health
because of the demands that are placed on them.
4.
• Planning: Planning involves setting long-term objectives and achieving these
objectives by means of specific short-term goals. Planning is also used to describe
formal procedures such as meetings to discuss important issues and the creation of
documents and diagrams.
• Organising: Supervisors determine and allocate the tasks which employees must
perform. Supervisors must also organise work schedules that give timeframes in
which employees must complete the tasks.
• Staffing: Supervisors determine how many employees are needed to perform tasks.
They may also interview and select employees.
• Leading: After plans are in place, someone must take the lead. Leading involves
communicating with and motivating workers to perform the tasks necessary to

2
achieve the organisational goals and objectives. This function also includes
encouraging the necessary levels of innovation and morale.
• Controlling: Once employees are carrying out plans, supervisors must monitor the
process for performance and take corrective action if necessary. In other words,
supervisors must perform checks to ensure that the employees are implementing the
plan correctly. (10)
5. Any five below. (5)

• Monitor workers under their control to ensure that business objectives are achieved.
• Provide feedback to workers concerning their behaviour.
• Act as a link between management and workers.
• Coordinate work schedules and deliveries to ensure tasks are performed efficiently.
• Ensure production targets are met.
• Ensure maintenance of machinery is up to date.
• Ensure quality products are produced.
• Identify, assess and control hazards in the workplace.
• Effectively implement occupational health and safety risk assessment systems in
consultation with employees.
• Report health and safety risks or problems to site managers or health and safety
officers.
• Provide information, instruction and training where hazards have been identified.
• Ensure that all people in the workplace wear appropriate personal protective
equipment when required.
Total: [35]
Assessment activity 1.2

1.
1.1 True.
1.2 False.
1.3 False.
1.4 True.
1.5 True. (5)
2. Yes. Set realistic goals and objectives, and encourage participations by others. (3)
3.
• Being thorough.
• Getting results.
• Making good decisions.
• Being punctual.
• Being honest. (5)

• Shows that you have integrity.
• Shows that you are dependable.
• Builds your self-confidence.

3
• Reveals your self-discipline.
• Shows your respect for others.
• Shows you are responsible.
• Shows that you lead by example.
5. Any six below. (6)

• Have a deep and dynamic vision rather than authority
• Are inspired and inspiring.
• Enable rather than control.
• Encourage rather than direct.
• Empower rather than reward.
• Are not natural followers.
• Are confident but not arrogant.
• Are driven towards achieving their vision.
• Are independent.
Total: [24]
Summative assessment
1. Missing word(s) are underlined.
1.1 The term, supervisor, has its roots in Latin, where it means ‘looks over’.
1.2 Most supervisors enter the ranks of supervisory management through promotion from
within the organisation.
1.3 The primary purpose of supervisors is to act as team leaders to ensure their teams
achieve the objectives of the organisation.
1.4 There are three levels of management: top, middle and lower management. All levels
are interdependent and must communicate efficiently with one another to achieve
organisation objectives.
1.5 Planning involves setting long-term objectives and achieving these objectives by
means of specific short-term goals.
1.6. Organising involves determining and allocating the tasks which employees must
perform.
1.7 Leading involves communicating with and motivating workers to perform the tasks
necessary to achieve the organisational goals and objectives.
1.8 Top management focuses on long-term planning and the development of policies.
1.9 Leadership is a process by which a person directs, guides and influences the
behaviour of other people to accomplish specific goals.
1.10 Dependability is the quality of being trustworthy and reliable. (10)
2.
• Planning.
• Organising.
• Staffing.
• Leading.
• Controlling. (5)

4
3.
• Knowledge and job know-how.
• Experience.
• Education.
• Personal characteristics.
• Health. (5)
4. See Figure 1.13 in the Student’s Book. (9)

• Have a deep and dynamic vision rather than authority.
• Are inspired and inspiring.
• Enable rather than control.
• Encourage rather than direct.
• Empower rather than reward.
• Are not natural followers.
• Are confident but not arrogant.
• Are driven towards achieving their vision.
• Are independent. (8)
6.
• Peer supervisors.
• Shop stewards.
• People outside the organisation. (3)
Total: [40]

5

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Supervisory Management N4

Jowaheer Consulting and Technologies

This Lecturer’s Guide accompanies the following Student’s Book:

All rights reserved. No part of this publication may be reproduced, stored in a

First published in 2016 by

Distributed by Macmillan South Africa [Pty] Ltd

To order any of these books, contact Macmillan Customer Services at:

Module 2: Planning .................................................................................................................. 6

Module 3: Organising .............................................................................................................. 8

Module 4: Leading (utilisation of human resources) .......................................................... 12

Module 5: Controlling ........................................................................................................... 17

Module 6: Labour relations .................................................................................................. 19

Module 7: Training and development of employees ........................................................... 23

Module 8: Financial compensation ...................................................................................... 25

Module 9: Loss control and industrial housekeeping ......................................................... 27

Module 10: Quality control ................................................................................................... 32

Supervisory Management N4 Lecturer’s Guide

Assessment activity 1.1

2. See Figure 1.4 in the Student’s Book. (12)

Their responsibilities include:

Their responsibilities include:

Supervisory Management N4 Lecturer’s Guide

3. The most sought-after qualities and skills in a supervisor. (5)

Supervisory Management N4 Lecturer’s Guide

5. Any five below. (5)

Assessment activity 1.2

4. Any five below. (5)

Supervisory Management N4 Lecturer’s Guide

5. Any six below. (6)

Supervisory Management N4 Lecturer’s Guide

4. See Figure 1.13 in the Student’s Book. (9)

5. Any five below. (8)

Supervisory Management N4 Lecturer’s Guide

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