New Technology and the Role of Supervisors
| Date | 01 April 1987 |
| DOI | https://doi.org/10.1108/eb055099 |
| Pages | 9-13 |
| Published date | 01 April 1987 |
| Author | Bernard Burnes |
| Subject Matter | HR & organizational behaviour |
New Technology
and the Role
of Supervisors*
by Bernard Burnes
Department of Management Sciences,
UMIST
Introduction
The emergence of new manufacturing technology in the
1970s has given rise to a great deal of concern and debate
about how best to introduce and use it. Most of this
discussion has revolved around those who are directly
affected by the change, such as machine operators; much
less discussion has taken place regarding the effects of new
technology on those indirectly affected, such as supervisors.
Nevertheless, those who ignore the role of supervisors are
likely to be committing a grave error. This is for three main
reasons. Firstly, there is much evidence to show that
supervisors have a crucial role to play in any change
process[1]. Secondly, they are usually held responsible for
ensuring that new technology reaches its anticipated
performance levels once it has been introduced. Thirdly,
supervisors' jobs are also likely to be affected, sometimes
dramatically, by a change of technology[2].
* This article is
a
revised version of
a
paper presented to the 3rd International
Conference on Human Factors in Manufacturing, held at Stratford-on-Avon,
November, 1986.
Despite this, as the research reported in this article will
demonstrate, the importance of the supervisor's role is often
not recognised. This can lead to inadequate, or even
non-
existent, training for supervisors which in turn results in an
inability, or unwillingness, by supervisors to deal with the
day-to-day problems that occur during and after a process
of change. In some cases, the role of supervision is so poorly
understood that the new technology is isolated from the
existing supervisory/management control system, thus
inevitably causing delays, confusions and conflicts[3].
This article will examine how companies can best approach
the problem of supervising new technology. Firstly, it will
describe the existing role of supervisors. Secondly, it will
present the results of a three-year study of the introduction
and use of new technology, showing how supervisors were
affected.
Lastly, it will present guidelines for identifying the
needs of, and role to be played by, supervisors during and
after the change process.
The Role of the Supervisor
Defining the role of first-line supervisors is by no means an
easy task[4]. Whereas 50 or 60 years ago it was possible
to see the supervisor as a manager in his/her own right, one
who could hire and fire, set wage rates and production
targets, make changes in work methods, and to all intents
and purposes act as an independent manager within his/her
own domain, this is no longer the case. Today, a supervisor's
role is more narrowly defined and constrained. Partly, this
is due to the development of numerous technical and
professional specialisms which have eaten away at the
supervisor's job; partly, it results from increased
governmental regulation of the workplace, including
legislation relating to health and safety and employment
protection;
partly it is a consequence of the growing
influence of trade unions and the need to consult them on
changes, and, partly, it is linked to the increased size and
complexity of the workplace.
For these and many other reasons, it is no longer possible
to write of the "typical" supervisor. Rather, it must be
recognised that the role of the supervisor varies from one
organisation to another, and, even within organisations, it
can vary from section to section. In some companies, first-
line supervisors may have no supervisory duties at all.
Instead, they may be production chasers, troubleshooters
for breakdowns, or super-technicians advising on the best
methods of installing and using equipment. The amount of
discretion allowed to supervisors can also vary greatly. In
one company, a supervisor's job may be so tightly
constrained and proceduralised that there are no options
in behaviour allowed, whilst, in another company, the
supervisor may be expected to exercise a wide degree of
discretional decision-making ability[4].
In general, it is possible to describe supervisory duties in
workplace operations under three headings:
(1) planning and directing;
(2) monitoring and evaluating, and
(3) correcting and adapting.
However, as mentioned above, it must be acknowledged that
today it is unlikely that any individual supervisor will be
responsible for all three functions. Indeed, the supervisor
may not always be aware as to exactly what his/her duties
ER 9,4 · 1987 9
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