Supervisory Skills

SUPERVISORY SKILLS 1

Institution Affiliation:

Supervisory skills

Background

In order to turn around the company’s quality control department,there are a number of issues, which have to be addressed head-on,which may not have been addressed by the previous management. Theserange from boosting the workforce’ morale to restructuringoperations, such as communication and manufacturing processes, allaimed at revolutionizing the way that the department operates.Therefore, it is the duty and responsibility of the head of thequality department to ensure that the strategies are put in place andthat they are duly executed. This include projection of the necessarychanges to be affected, setting of short term and long term goals,considerations of technical issues involved and taking charge of theoperations. The following sections addresses how the department isgoing to be improve under my leadership and capacity as the head ofToyota’s Quality Control Department.

Shortterm goals

Within six months, I shall ensure that there is an improvement inmorale in all workers, including the heads of the 7 departments thatreport directly to me. Activities for morale improvement shallinclude team building activities and workshops to address any issuesaffecting the workers and the management. The progress shall bemonitored by qualitative and quantitative techniques. Within oneyear, there shall be plans to restructure the communication channelsand platforms. According to Certo (2012), communication improvementis one of the key elements in overall operations management. One ofthe long term goals shall be increasing integration of the sixindependent departments, and this shall be done in about two and halfyear. The other long-term goal shall be implementation of a newsystem of operation and supervision, to ensure that all departmentsimprove at the expected rate. This is to avoid having weak links inthe overall quality improvement.

Reorganizationplans within the department

The reorganization will be facilitated by the findings of a detailedresearch into the operation and performance of the variousindependent departments. This shall include close evaluation of thequality control department. As such, every action taken by the headoffice shall be guided by the information obtained from theassessment of the departments. Given that Toyota has a global impact,there shall be integration of processes, cultures and values fromcountries where it does business, to guide the reorganization of thequality department.

Assistanceneeded from other departments

The marketing and sales department will provide useful information tobe used in the Quality Control Department. According to Hawkins et al(2012), in large companies, the marketing and sales department is theone with the most direct contact with a company’s major asset, thecustomers. As such, feedback from the customers regarding thecompany’s products safety will be used to advise the department’sbranches of the improvements to be made. Such information includessafety, comfort and user-friendliness of the various components ofthe vehicles. At the same time, the service department will help thequality assurance department with diagnostic and repair information,which will be used to improve the quality of procedures on theproduction lines.

Trainingto be done

The managers of the seven divisions will receive training from otherdepartments, which will be working with ours. The training shall bedivided into phases, based on the advice from these departments.Given this, there will be workshops organized after every two months,and the heads of the departments will be trained in turns. Below aresome of the areas of training that will be focused on

  1. Team work

  2. Communication

  3. Strategizing

  4. Leadership and management

Accordingto Brown &amp Harvey (2011), these are some of the most significantskills in organizational development.

Analysisif challenges that may be faced

There are three main challenges that are projected. The first oneinvolves training of the managers. Given the size and intensity ofoperations of the company, this task will be time-intensive. The highturnover of the company means that there will be a lot of time andresources to be spent in realizing the objectives, which may distractthe department from other equally important responsibilities. Thesecond challenge that may be faced is dissension. It is inevitablethat the processes that will be introduced may not go on well witheveryone, and as such, there is a possibility of disagreements withinthe department. Finally, the size of the company means that therewill be issues with

Leadershiptraits for the directors? Why the traits? How they will gain thetraits

Three main leadership traits will be focus, vision and motivation.Being focused on the mission helps the managers to live up to theorganizational objectives and goals. At Toyota, this trait will beinstilled by training the managers how to prioritize organizationalobjectives and encouraging their staff to pursue the same. As forvision, it will help the managers to understand the big picture anddesire to innovate out-of-the box solutions. Promoting and rewardingmanagers with innovative solutions to day-to-day challenges willinstill vision. Finally, the managers will be trained how to bemotivators in their departments. The quality of motivation helps themanagers to influence workers under them to give their best at work,and encourage the spirit of industry

References

Brown, D. R., &amp Harvey, D.(2011).&nbspAnexperiential approach to organization development.Upper Saddle River, NJ: Prentice Hall.

Certo, S. (2012).&nbspSupervision:Concepts and skill-building.McGraw-Hill Higher Education.

Hawkins, P., Shohet, R., Ryde, J.,&amp Wilmot, J. (2012).&nbspSupervisionin the helping professions.McGraw-Hill Education (UK).