Performing well as a first-level supervisor is like walking the circus high wire. In both positions, the ability to maintain one’s balance when shifting forces pull in opposite directions is a measure of one’s success. First-level supervisors must be able to harmonize the demands of management, the demands of the collective work force (often represented by unions), and the demands of workers with the requirements for doing the tasks at hand. These needs are more often than not conflicting and even at times mutually exclusive. First-level supervisors usually have mixed emotions about their situation and often lose their sense of identity as they try to perform this precarious balancing act. Today these supervisors are part of management, but chances are they were once among the employees they are now trying to supervise. Although first-level supervisors have the responsibility for implementing the goals of upper management, their organizational authority to carry out the necessary actions is frequently unclear and often insufficient. By allowing these lowest-level managers to use the levers of influence inherent in their position, higher-level managers will be improving the performance of the whole organization. “Our supervisors can probably have more influence on our productivity, worker absenteeism, product quality, morale of our work force, labor relations, and cost reduction than any other group in the company,” the vice president of personnel at a manufacturing company recently told us. We were there to do research on the function of first-level supervisors. A version of this article appeared in the March 1980 issue of Harvard Business Review.
The curation of this content is at the discretion of the author, and not necessarily reflective of the views of Encyclopaedia Britannica or its editorial staff. For the most accurate and up-to-date information, consult individual encyclopedia entries about the topics. © Renata Sedmakova/Shutterstock.com Although St. Paul was not one of the original 12 Apostles of Jesus, he was one of the most prolific contributors to the New Testament. Of the 27 books in the New Testament, 13 or 14 are traditionally attributed to Paul, though only 7 of these Pauline epistles are accepted as being entirely authentic and dictated by St. Paul himself. The authorship of the others is debated, and they are commonly thought to have come from contemporary or later followers writing in Paul’s name. These authors likely used material from his surviving letters and may have even had access to letters written by him that no longer survive. Read on to learn which Biblical books St. Paul is known to have authored and which ones he probably did not write himself.
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