A "Supervisor" or 'Manager' is any person in the University who has responsibility for staff. The range of titles varies widely. In general heads of academic schools and units, directors, section heads, managers and line supervisors fall into this category. The level and degree of management supervision required in any one area will depend upon a wide range of factors including the level/nature of the position, number of staff, type of work, employment status, and so on.
The role of 'manager' or 'supervisor' is multi-faceted. At various times the person occupying such a role can be a facilitator who provides coaching and mentoring. At other times the role may be one of trainer or tutor. In some situations the manager/supervisor may make direct instructions. While academic staff are generally not 'managed' or 'supervised' in the traditional understanding of that word they have a supervisor nominated in accordance with the Academic Staff Agreement 2009 and the Guide for Academic Staff on Use of an Academic Portfolio for Tenure, Promotion, Performance Review and Study Leave. General staff have their supervisors nominated on the duty statement of the position they occupy.
Management supervision requires a demonstration of leadership, offering guidance and acting as a role model for staff. At this University the collegial tradition is central to activities and this requires a leadership or management style which is inclusive and transparent.
A manager is accountable to the more senior levels of the University for the achievement of a set of delegated activities. In carrying out this role it is not necessary to specify to staff how those tasks are achieved. But it is essential to ensure they have been completed to clear standards and report on this when required.
Supervisory relationships can vary considerably but, in general, there are three levels. Direct supervision involves regular, usually daily, contact between staff member and supervisor. Supervision at a general level would be associated more with the establishment of agreed tasks and objectives with regular updates and exchange of information. Broad supervision is linked with the responsibility for the establishment of overall goals and objectives for an area with perhaps a formal reporting schedule. A head of school, for example, may have direct supervision of the office manager who, in turn, directly supervises a group of general staff. The same head of school would have general supervisory responsibilities for academic staff as defined by the Agreement. A Dean would exercise broad supervision over the heads of school in a faculty.
Supervisory relationships are not always clear cut. For example, a member of academic staff who is not a head may supervise both academic and general staff in a research team. While formal reporting relationships for general staff are usually outlined in the duty statement, there may well be complexities. There are occasions, for example, in which a member of general staff has a reporting relationship to more than one person. A member of academic staff may also have a multiplicity of 'supervisory' relationships. There is the supervisor identified for staff development review purposes. There is also the broad supervisory role of the head of school. Where there are complexities of this nature it is very important to have role clarification. In the final analysis, however, the formal supervisor or manager is the one who would carry responsibility for the conduct of any discipline proceedings.
It should be noted that issues of supervision relating to students are not covered by these guidelines except in their capacity as employees.
It is hoped these guidelines will provide general and academic staff managers and supervisors with an overview of their current responsibilities. It is a summary document meant to provide a handy reference point for the three levels of management responsibility - legislation, University policies and procedures, and good practice.
Three main areas of responsibility have been identified:
- Working with People
- Planning and Organisation
- A Focus on Purpose
Each of the main areas is grouped into linked sub-categories with brief explanatory paragraphs. This list is by no means exhaustive and you may wish to add to it.
It is also important to remember that not all areas covered on the following pages will necessarily be applicable to any one supervisory role. Whether one occupies an academic or general staff position, however, there are the general responsibilities common to the management supervision role with some differences only in particular aspects of policy and procedure. Where these exist they have been clearly identified.
It is suggested that these guidelines are used in conjunction with the University's existing legislative and policy framework. While there are over one hundred pieces of legislation which affect the operating framework of the University, those most relevant are listed below.
State Legislation
Equal Opportunity Act
Industrial Relations Act
Workplace Conditions Act
Minimum Terms of Employment Act
Occupational Safety and Health Act
Worker's Compensation and Rehabilitation Act
Freedom of Information Act
Financial Administration and Audit Act
Commonwealth Legislation
Affirmative Action (Equal Opportunity for Women) Act
Disability Discrimination Act
Sex Discrimination Act
Racial Discrimination Act
Workplace Relations Act
Supervisory roles carry a responsibility for understanding and interpreting the legislative and policy framework of the University. Always try to manage issues first at a local level using professional judgement. Where there is uncertainty about the policy requirements which may be applicable in the circumstances and the most appropriate course of action, advice is available from the University's Human Resources Policy and Procedures Web pages and from staff in Human Resources. Supervisors may also seek advice from their manager.
Many of the responsibilities of the supervisory role carry a potential for conflict of interest (eg extra-mural work, supervision of relatives). For further information or advice on what constitutes conflict or interest or how these should be managed please refer to the following policies or contact Human Resources.
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