where can i find information on becoming a better supervisor?
493495
http://www.ask.com/web?q=information+on+becoming+a+better+supervisor&qsrc=0&o=0
1187246
Actually, I would ask your supervisor what would be most beneficial to you.  For all you know, they may have shortages in other departments that they'd love to promote you in to. \n\nHowever, if you're really enjoying your current position, and want to move up in your department, I'd advise getting a degree in Business, with a concentration in Management.  You'll learn what you need to know for your current job, and with some Management background, you'll be highly promotable.\n\nGood luck!
542422
There are two great books that might be useful for you. Although I haven't needed them for your specific questions. \n1. At the bench\n2. At the helm\n\nby Kathy Barker\n\namazon.com has them
459651
Address\nHobbies\nName of company worked for\nLength of time worked\nDescription of duties\nName of supervisor for reference\nPhone number of supervisor\n\n.....)(
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you may got help here\n\nFree Management Library\n\nhttp://www.managementhelp.org/
68563
The best way to make the work place a better one is to be nice to your coworkers.  You do not have to be their best friend, but you have to be there and get the job done.  You may find the a work day will go a lot quicker if you are a plesant and decent person.\n\nAre you doing something inapropriate that would make a fellow worker report it to a supervisor?  There should be no fear in anything you do at work if it is what you should be doing.  Do a good job and you may just get commended for doing that job well.  If you do well, the company does well, and if that is so, pay raises are also possible for a job well done.
860293
It's always important in the work environment to show you are together and that you know what you're doing. Keeping track of important tips on your own shows an interest in your work and a good attittude towards learning. No business likes someone who believes themselves to be smarter or more in the know than people trying to train them. Put the time in to study the handouts and booklets you're given and be interested in learning more. Your supervisor will notice your great attitude (if they're any good at managing, that is) and you will eventually reap the benefits. Keep your attitude pleasant, respect others, study hard on any info you're given and you could have a very good future with your company. Good luck!
347683
Hmm. That would be great. I need to work there. Would you be my supervisor?
44552
People should apply to be supervisors if they are dedicated to the company, have excellent people skills, can contribute insight and skills better than those around, and want to work more.
781857
somthing like : You are applying for the position of supervisor because you have the qualities to lead,organise and have a clear understanding of the role and objectives.\n\n(i dont no how detailed or how long you require it to be but i hope this helps in some way)\n\nI interview personnel for G4 Securicor and this would be a sufficient reply.\nGoodluck Matey :-)
544487
Make use of your boss as a resource to learn how to do your job.  Carry a notepad with you and after you ask them a question, WRITE IT DOWN.  This way you'll be able to refer to it and not annoy them by having to ask them again.\n\nAlso, try to figure out (either by asking or talking to co-workers) what you boss's major priorities and biggest problems are.  Then make sure you adopt a strategy that makes you useful to your boss in tackling those priorities.
867896
Ask him once, if you get the attitude, ask your supervisor to get involved. You're not being a trouble maker, you're just trying to get the job done.
42695
The best advice I can give is to stay out of it. But if you insist on getting involved then I would have to say approach it in a way where you do not choose sides. \n\nTo give really good advice one would have to know if your supervisor is an opn person whom is willing to hear opinions even if she/he does not share them. \n\nOne thing to remember is supervisors are human and are wrong just like those under them. You have all the right in the world to bring their bickering to light if it is creating a hostile or unmanagable workplace environment. \n\nWhen a supervisor does something wrong it is okay to take it over there head after approaching them with the problem. Biggest no-no is to defy their direction. They are still the supervisor and make sure you dont put yourself in a position for insobordination.
304414
Try to observe the daily operations in your company, find some venue that you can give an assistance. And do some researches for some areas that can help the company that you are working with like Standardizing the Processes and Procedures within the company. Don't limit yourself with what the Job Descriptions that they gave you. You don't even know what they (the bosses) really expected from you Good Luck! and God Bless!
11949
First of all, I would suggest you read "Winning" by Jack Welch. \nThis is a great book on organisational behaviour. \n\nIt has complete section on why leaving people is a necessity, and how to it in the best way. It also suggests that letting some people go is googd for both the parties. Jack has given examples from his experience.\n\n\nyou can buy at:\nhttp://www.amazon.com/gp/product/0060753943/qid=1135759789/sr=2-1/ref=pd_bbs_b_2_1/103-3900446-4595011?s=books&v=glance&n=283155\n\n\nAlso read CIO's article on how to let people go\n\nhttp://www.amazon.com/gp/product/0060753943/qid=1135759789/sr=2-1/ref=pd_bbs_b_2_1/103-3900446-4595011?s=books&v=glance&n=283155\n\nHere are some tips for you:\n\n10 secrets to letting people go with dignity \n\nWant a quick primer on how to fire people without bruising their egos? Here are 10 tips, culled from advice CIO obtained from IT executives and outplacement experts. \n\n\nAdvertisers \n \n \nGive warning. All performance-based firings should begin with a warning or probationary period. If you let employees know they're on the bubble, they just might turn things around. If they've put in years of service, it's the least they deserve. \n\n\nDocument, document, document. Once you've told an employee he's on probation, document every task and interaction. The better records you keep, the easier it will be to justify your actions should you find yourself defending them in legal proceedings. \n\n\nTime it right. Fire early in the day and early in the week. The worst time to terminate an employee is the day before a weekend or holiday. \n\n\nPrepare the paperwork. Don't wait until after you fire an employee to deliver termination paperwork. Pay, including any benefits and unused vacation, should be delivered on the spot. This is not only good policy, frequently it's the law. \n\n\nDon't go it alone. Having a representative from the human resources department in the room adds a sense of gravity and finality to the termination conversation. And if the employee asks a question you can't answer, your expert is right there. It also provides a witness on your side should you end up in court. \n\n\nEnsure privacy. Make it clear that only you and the HR rep will take part in the termination meeting. Reassure the employee that nobody else will be in on what's happening. Neglecting this will make him self-conscious. \n\n\nBe brief. Say what you have to say, say it clearly and don't say any more. Prolonging the meeting allows the employee to believe he is involved in a negotiation—that there may be a way out. When he realizes there isn't, he will feel betrayed. \n\n\nWatch your tone. Choose your words carefully, but make sure you convey a tone of cordiality and sympathy. Be compassionate but firm, honest but guarded. Never say, "I know what you're going through"—even if you do. \n\n\nSeek feedback. Although it's important to keep the meeting short, encourage the employee to voice his feelings after the news has been delivered. If he doesn't answer immediately, count to 20 before moving on. The last thing you want is a reputation for being heartless. If recriminations result, however, take charge and cut him off; remember that you're declaring him fired, not engaging in a dialogue. \n\n\nGive a good send-off. Always offer words of encouragement and confidence in the employee's future career. Stand and extend your hand to indicate the meeting has ended. And of course, thank the employee for his service. But don't be surprised or hurt if the employee declines to thank you for firing him.\n\nAll the best!
559909
OK, first let me seperate good bosses from bad bosses.\n\nBad bosses think they know everything and aren't afraid to tell everyone so.\n\nGood bosses know most things and have experience behind them to back them up.  The key word is most things.  I know that I don't have all of the answers and admit this to my staff.  I rely on them to correct me if I am wrong.  I don't get upset if a staffer tells me I am wrong, I don't feel stupid or worry about feelings if I am told I am wrong.  I want to know the right answer, not the one I think is right.\n\nNow, as far as doing better or doing more, a good boss will explain the reasons behind why they feel this way.  For example, is the oppoorunity for improvement a competency or a metric?\n\nA competency is subjective, such as "Communicates Well With Customers" or "Is Customer-Service Oriented".  A metric is something you can be measured against, such as "Processed x number of orders in a 3-month period" or "Quality/Accuracy is 99.5%" or "Production and Accuracy is above peer norm".\n\nIf the opporunity for improvement is a metric, there are hard numbers that can used to demonstrate, or create a picture, of where you need to be versus where you are today.  You could, for example, process 10 more orders in one month to bring your production up to what is expected.\n\nIf the opportunity for improvement is a competency, the boss should be providing you with behavioral examples of what is expected versus what is acceptable.  Examples such as this would be something like "In the xyz meeting, you didn't speak up about abc.  If you would have spoken up or brought it to our attention, we may not have made this mistake".\n\nI hope that helps, and please feel free to send me an e-mail to dive deeper into what your specific situation is.
233699
Most organizations have a qualification process you have ot go through. I would contact the CIO/CTO's office and ask them if you can get a copy, and what they look for most.\n\nGood Luck.