The key to success for any organization whether it be a business, a government agency, a human services system, or and educational establishment is good supervision. In the past twenty years as a result of good supervision in America, the national output doubled (George, 1970). How has this minor miracle happened? Simply put, supervisors get things done through the efforts of other people. They accomplish the objectives of their organizations by directing the efforts of others. Whether the supervisory role is simple or complex, the goal is still the same: to get others to perform tasks up to their potential to maximize output and achieve results which support the mission of the organization. Who are these supervisors? What do they do? What are their specific responsibilities? What kinds of qualities do the most effective supervisors possess? How do they use these qualities to "get others to perform tasks?" What are the present and future challenges facing supervisors as the world moves toward the 21st Century? It is the purpose of this book to answer these questions.