Supervisory management is the lowest level of management. It con­sists of plant superintendent, senior foremen and front line supervisors, sales officer, accounts officer, etc. They are concerned with technical routine and day-to-day problems.

They maintain personal contacts with operatives. It involves management of rank and file and is directly concerned with the mechanics of jobs.

Operating managers are expected to set work done from the staff under their control. They lead an active, hectic, often interrupted work life, spending most of their time com­municating and caring for problems of the moment.

They are the only managers who do not manage other managers. They are caught between labor and management. According to Davis, supervisory management “refers to grades of executive leadership whose work has to do largely with personal oversight and direction of operative employees”.


The operating managers plan, implement policy, organize, instruct and guide personnel and control performance. They serve as the link bet­ween management and workers.

Their authority and responsibility is limited but the quality of workmanship and the quantity of output depends on their efficiency and effectiveness. They are responsible for directly managing operatives and resources.

The functions of supervisory management are as follows:

1. To plan day-to-day production within the goals laid down by higher authorities.


2. To assign jobs to workers and to make arrangements for their training and development.

3. To supervise and control workers and to maintain personal con­tact with charge hands.

4. To arrange materials and tools and to maintain machinery.

5. To advise and assist workers by explaining work procedures, solving their problems, etc.


6. To maintain discipline, morale and good human relations among workers.

7. To report feedback information and workers’ problems which cannot be solved at the supervisory level?