Supervisory Skills and Goals at a Shoe Manufacturing Plant

Introduction

As a Shift Supervisor at Fast Fleet Shoes Manufacturing, I recognize a number of challenges that we face as an organization. The purpose of this paper is to outline the immediate, six-month, and one-year goals to address these challenges, using various supervisory techniques and concepts, as well as to provide an overview of the issues in a concise manner. The paper begins with a broad overview, followed by the immediate, intermediate, and longer-term goals.

Overview of Organizational Challenges

An inability to address issues and meet quotas suggests a managerial approach that lacks leadership qualities (Contu, 2023). As the new supervisor, I want to embody leadership by inspiring and motivating the team, understanding the needs of all team members, doing my best to meet those needs without sacrificing the goals of the company, and setting a vision that everyone can buy in to. In the great debate between managers and leaders, there is no simple answer: managerial tasks like scheduling and monitoring are essential and will never be less than crucial in day-to-day operations. However, it is equally crucial to lead by example, to build trust among stakeholders, and to create a positive team culture that sustains performance. Trust cannot be created or maintained if some workers are not doing their jobs and committing to their work (Gustafsson et al., 2021). Absenteeism is a problem that will not be tolerated. To succeed, we need all hands on deck and everyone buying in to the new culture and spirit I want to bring.

What about morale? Morale was low under the previous supervisor because performance objectives were not being met. When the team is failing, no one is happy — but winning cures a host of problems. My goal is therefore to create a culture that supports winning. That means giving credit where credit is due. It is my understanding that some employees have been here for a long time and have been passed over for recognition or advancement. I believe strongly in the power of wisdom, experience, mentorship, and guidance (Broughton et al., 2019). Those who can mentor will be given a special role on my leadership team. But mentorship is not something that comes only with age. Younger workers, too, possess skills that not all have, and it is important for them to step into mentorship roles when the need arises. I will evaluate this on a case-by-case basis. Those who can lead and desire to lead will be given their chance.

As for the issue of remote work, it is on my radar. Some jobs require full-time on-site presence; others do not. What matters most is that the work is getting done and performance goals are being met. If a position can be performed effectively from home and an employee would like to explore that option, we will discuss it and determine whether we can make it work.

The Finer Points of Supervisory Approach

I have not come to make everyone's life miserable. There are problems, yes — but there are also solutions. It is my mission to solve problems rather than compound them, and I want everyone here to dig in and work with me. For instance, regarding absenteeism: a culture or precedent of tolerance has been set, and this needs to be corrected. It may be the case that employees with absenteeism issues need more than disciplinary action. If they are amenable to correction, we may be able to counsel them, identify the root causes of their behavior, and challenge them to improve with support and assistance. But there will be no more free passes — they must demonstrate willingness to commit to improvement.

Another issue is the team's low morale, which may indicate a lack of communication and feedback from the previous supervisor. I want to hold regular feedback sessions so that everyone feels valued and heard. This can help employees, managers, and leaders better understand individual strengths and areas for improvement, while also building communication and trust.

For my leadership team, it is clear that different situations and employees may require different leadership styles. For an older worker who feels left behind, a transformational leadership approach might inspire and motivate. For a newer worker seeking growth, a coaching leadership style might help develop skills and navigate challenges.

One thing is certain: the failure to meet quotas suggests a lack of clear objectives. Setting Specific, Measurable, Achievable, Relevant, and Time-bound (SMART) objectives is the approach I want to take to improve clarity and ensure that everyone knows what is expected so that they can all work toward common goals.

For this reason, I plan to implement Management by Walking Around (MBWA). The disconnect between the supervisor and the team's needs suggests a lack of on-ground understanding (Galunic & Galunic, 2020). The solution is to regularly walk the floor, interact with employees, observe operations, and develop a genuine sense of what is happening. This is how a leader gains insights, builds rapport and trust, and proactively addresses real problems.

Immediate Problems and Solutions

The technique I plan to use to address this issue is counseling and feedback. I will hold one-on-one meetings with the employee who is frequently late and the one who often calls in sick. We will discuss the reasons for their absenteeism and tardiness, and I will provide feedback on how this behavior affects the team. If personal issues are a contributing factor, I will explore ways to support them — while also making clear that consistent attendance and punctuality are non-negotiable expectations going forward.

For this situation, I would apply MBWA and structured feedback. My plan is to spend time on the floor, observing the employee's work and interactions, which will help me understand his strengths and areas for improvement. I will also gather feedback from other employees. A meeting will then be scheduled with him to discuss his concerns and potential paths for advancement. I believe that anyone can be a mentor and a leader based on skills, knowledge, and experience — it simply requires identifying strengths and weaknesses and developing a plan that works.

Here, strengths and weaknesses also matter. My approach would be to conduct a SWOT analysis — examining the Strengths, Weaknesses, Opportunities, and Threats — to determine the feasibility of remote work for the inventory control position. If it proves viable, I will propose a trial period in which she works from home on certain days.

Conclusion

As the new supervisor at Fast Fleet Shoes Manufacturing, I see numerous challenges — but with the right techniques and a proactive approach, I believe we can overcome them. I am committed to fostering a positive, productive, and inclusive environment for all team members, and I want everyone here to share that commitment. I look forward to collaborating closely with everyone so that we can all achieve our goals together.

Broughton, R. S., Plaisime, M. V., & Green Parker, M. C. (2019). Mentorship: The necessity of intentionality. American Journal of Orthopsychiatry, 89(3), 317.

Contu, A. (2023). Antigone: On phronesis and how to make good and timely leadership decisions. Academy of Management Review, 48(1), 149–164.

Ely, R. J., & Thomas, D. A. (2020). Getting serious about diversity. Harvard Business Review, 98(6), 114–122.

Galunic, C., & Galunic, C. (2020). Harnessing the silent power of culture and norms. In Backstage leadership: The invisible work of highly effective leaders (pp. 147–185).

Gustafsson, S., Gillespie, N., Searle, R., Hope Hailey, V., & Dietz, G. (2021). Preserving organizational trust during disruption. Organization Studies, 42(9), 1409–1433.