The cycle of supervisory functions includes planning, organizing, staffing, influencing and controlling. Each function includes its own set of tasks or responsibilities. However, the functions are interrelated and are usually continuous. In other words, as a supervisor is controlling one facet of the organization, he or she may be planning another facet or activity. The stages of change model is based on the notion that employees will not change their behavior or actions overnight. Making allowances for employees to work through the various stages, such as consideration and Acceptance, involved planning. As employees are not expected to change behaviors overnight, Planning may include designed a training program that allows employees to be introduced to a concept or activity gradually, with an initial exposure and future practice sessions. Organizing may involve considering how and when to initiate the change. Organizing will consider time lines for employees to move through the various stages, with expected dates for the desired behavior to become a natural part of the work day. However, it may also require some flexibility, built into the time line or into a training program.

Staffing may involve consideration for the potential employees, who are able to change or show a willingness to do things differently. The supervisor may consider hiring those who indicate flexibility, over those who are inflexible or biased in their methods. Those who are less flexible may also be more difficult to influence, if changes in how things or done or how employees act becomes necessary. The ability to influence is a critical skill for supervisors. Though influence may not occur in the early stages of change, such as in the first stage, it should eventually occur. Effective supervisors must also be able to influence employees, by acknowledging their views and making an overwhelming case for the reasons for change. Controlling is not as much about making sure every employee does exactly what he or she is told. It is about controlling the environment, to help ensure successful change among employees. It also involves giving them the proper tools, such as training and knowledge, so they can better accept the reasons for change and make their own contributions to the change process.