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"v.. <br /> Why? Some supervisors are new. It takes time to learn each employee's skills. <br /> Why? One person in the group has skills to do the job, and does most of the work. <br /> The supervisor doesn't know. <br /> Why? People don't like to brag. <br /> I Why? Hiring unqualified people. <br /> <br /> i WhY? 5.~=~wfa-~~t~ars;-~on'f:ka~~e ~.~.~~~~~~:~tf~-e~,tp1,..~?t~e~e. <br /> ~ Why? Supervisors may have come from a different part of the organization -similar <br /> skills <br /> i <br /> 6. No o ssmuch n work bets ~o I when it doesn't. <br /> Employees only see the supervisor when the employee is in trouble. Employees <br /> receive no positive or negative feedback, so they conclude their work must not be <br /> ~ important. No one comes out to look at their work, and even if someone does come <br /> out, they don't understand the work and have no constructive feedback to offeror <br /> the find somethin wron A reciation from other work teams expressed to lead <br /> Y g g pp <br /> r r su ervisor instead of erson who did work -and not assed on to <br /> worke o p <br /> p p <br /> employee. <br /> Wh ? Perce tion of the su ervisor's role - to be directive. <br /> Y P P <br /> Why? Employees regarded as a resource to get the work done, not as a person. <br /> Why? Hierarchy. The lowest classification gets the crap work. It's the <br /> way you're treated, not just the work. <br /> Why? ~ inication iSSL~ <br /> - Chark_Inc ~~~ith AmnlnvPr?c ri~n~~An~,~,C? rani ilarly <br /> (how'd that job go?). <br /> Why? Is it the crew lead's responsibility to communicate with the supervisor? <br /> Why? supervisors don't do site visits. <br /> Why? supervisor may be more interested in one part of the work (if have <br /> different crews). <br /> Why? Lack of communication skills of the supervisor. <br /> Why? There are two types of supervisors: Crew supervisors and Office <br /> supervisors. Harder for crew supervisors to eo, <br /> mmr,~g tom, _ri _.~~~w ~ <br /> m~e~ers~uthe~r,~~~,~ ~bursed. <br /> lat <br /> 'u~st suervisors, it's evet~rbOdr'~~:~,~~;;: <br /> expectation was for ~~G~ ~Wc~~ _~ih~~~~~ an ,~at~,Q~ot <br /> jus"Tsupenn <br /> os <br /> rs] two-,y1l~ b 1Q If eve_ one k `RAJ' what ot~e ,,'y'~{ I~Q`~[,/~ ire <br /> ,F"F.:.. RT+T'~1tnHVAs`i~U£.a.~CY~X+...~PT~'as.~~KIf4o~ `~=~9Kl.~i`'~YS~I.VSe.'?~ ~~'k7~;bb~sL Z41%~~.. <br /> doing, supervisors <br /> w,~,~„~uld,~~,~~v,.:r.ore as.well. A,,I~.e.~-~~{~r~e~y <br /> o~(iers:`~~`(c~o~ <br /> more stories in the Rumble). <br /> more involved ~c.~~~;_~~:~~x~.~~~~c~v~~.!~ <br /> employees feet more a~~~T,~ Employees are at differing levels of skill and <br /> motivajion, and particular assignment. Each of these facets requires a different <br /> level of involvement by the supervisor. <br /> suggestion: At the beginning of every project, the supervisor meets with the <br /> whole crew. It then becomes the whole crew's project, with employees .providing <br /> input and having some control over the project. <br /> 3 <br /> <br />