The First Line Supervisor and Their Managerial Role

Abstract

For management development activities to be successful at the supervisory level, they must take note of the effects of organisational characteristics such as task structures, control systems and the allocation of authority. These needs are often neglected. A long‐term study of over 1,200 first‐line managers in Australia has shown that essentially two types of managers exist: “managerial” and “supervisory”. The former are younger, better educated and aspire to future careers in middle and higher management. The latter group are older, less formally educated and have spent most of their life on the factory floor. The “managerial” group are more technically qualified but lack experience and confidence in dealing with others. The “supervisory” group tend to highlight difficulties in dealing with rapid technological change and its effect on their role. Each group requires training and development which will complement their strengths and help overcome weaknesses.

Citation

Gilmour, P. and Lansbury, R. (1986), "The First Line Supervisor and Their Managerial Role", Journal of Management Development, Vol. 5 No. 3, pp. 59-72. https://doi.org/10.1108/eb051616