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Supervisory Skills Assessment

To be an effective supervisor or manager, you must have an extensive set of skills ranging from planning and delegation to communication and motivation. Because the skill set is so wide, it's tempting to build skills in the areas of management that you're already comfortable with. But, for your long-term success, it's wise to analyze your skills in all areas of management – and then to challenge yourself to improve in all of these areas.

This quiz seeks to help you to identify your areas of strength and weakness, so that you focus your attention and resources on the areas you need to develop your skills further.

1 / 10

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I have a complete understanding of all aspects of the work of my department and that is all that matters.

I don’t need details, I can always rely on my team members to keep me abreast

Managers need to be well rounded

I started as an entry level employee so I know all aspects of my department

2 / 10

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I don’t feel comfortable handling conflicts within my department.

My team members respect me and know that I do not tolerate conflicts

Conflicts can be managed

Conflicts have negative effects and should not be allowed.

3 / 10

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When I delegate work, I give it to whoever has the most time available.

If my workers have free time it means I haven’t distributed work efficiently

Time is important but I also take the abilities of my workers into account

Everybody should be given a chance

4 / 10

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I believe my team members should be kept up to date with as many aspects of the organization’s affairs as possible so that they know what's going on around them.

I believe in a need to know philosophy

Confidentiality is an important part of management.

I believe in transparency. Workers must be given information about the organization they work for.

5 / 10

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Technical skills are the most important skills that I need to be an effective supervisor.

I believe a mixture of people, organizational and technical skills are required

My people skills will be enough to make me effective at my job.

As long as my subordinates know what they are doing, I am ok

6 / 10

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I bring my team members to book when their behavior negatively impact our business.

Always

Not At All

Sometimes

7 / 10

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I have regular meetings with my team to keep abreast of the progress being made.

- I have to prioritize my activities so it is not always possible to meet

- I think meetings are important and I make time for them

- I have several methods of getting information out to the relevant parties

8 / 10

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My approach to disciplining team members is to give them a chance to correct their behaviour.

I choose the right time to deal with errant team members

My team members are adults and will be treated as such

I try to keep the time between the incident and my intervention very short

9 / 10

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I believe in giving members of my team a lot of room to decide how to get things done.

Not always. It depends on who is involved

I hate to micro manage people. My team members are competent.

It depends on the tasks to be accomplished

10 / 10

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I think that the statement "If you want a job done well, do it yourself" is true.

It depends on the urgency of the job

Delegating is an important part of management

It depends on the job

The average score is 0%

0%

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