An Introduction to Supervisory Practice in Human Services

Clear and practical, An Introduction to Supervision in the Human prepares readers to become human service administrators by applying roles, theories, knowledge, and skills to the supervisory process from interviewing and hiring to termination. Designed to prepare multi-skilled generalist supervisors or graduate human service students with an expanded set of functions in an “age of accountability,” this organized look at theories and practices underlying supervision in a multitude of human service work settings would also be useful in Departments of Social Services and other human service agencies. Readers will be enabled to accomplish various tasks within different organizational and societal contexts and provide services efficiently, effectively, and ethically. Dr. Dolgoff addresses such contingencies as the societal context, the agency itself, supervisees, peers, superiors, advocacy, conflict management, and external relations. Up-to-date “real life” supervisory problems are presented with theory and background applicable to all major functions.

Table of Contents:
All chapters include “Summary” and “Exercises.” 1. A Supervisor's Job: Functions, Roles, and Tasks. 2. Working in Multiple Contexts. 3. The Supervisory Process: Beginnings, Middles, and Endings. 4. Authority, Power, and Supervisory Ethics. 5. Relationships, Initial Interviews, and Leadership Styles. 6. Modes, Methods, and Techniques of Supervision. 7. Unit Planning, the Professional Contract, and the Legal Background. 8. Assessment, Delegation, Setting Objectives, Coordination and Control. 9. Motivation, Teaching, and Learning. 10. Supervisory Practice Issues I. Self-Management. Dependence and Independence. Transference and Counter-transference. Supervisor/Supervisee Differences and Similarities. Workers with Personal and Family Difficulties. 11. Supervisory Practice Issues II. Substance Abuse in the Workplace. Violence. Technology and Supervision. Interdisciplinary Teams. 12. Conflict. 13. Stress, Burnout, and Time Management. 14. Performance Appraisal, Outcomes, Accountability and Staff Development. 15. Advocacy, Service Development, Consultation, Self- Evaluation, and Ending Thoughts. Bibliography. Vignettes. 1.1 Julie Hoffman “Salts the Soup.” 1.2 A New Supervisor Has Feelings and Goals. 2.1 Short of Staff and Out of Touch. 2.2 Who Makes the Judgment? What to do? 2.3 Being the Person in the Middle. 3.1 Communication Problems or How to Use Authority? 4.1 A Use of Power—Any Other Way to Use It? 4.2 A Supervisee Has A Boundary Problem and So Does His Supervisor. 5.1 What Does Quiet Mean? 5.2 Bob Murphy Needs Help. 6.1 The Unavailable Supervisor. 7.1 Who Controls the Work Schedule? 8.1 Decentralized Services Are Hard to Coordinate and Control. 9.1 Why Mr. Demos Doesn't Write Well. 9.2 Can Julie Hill Be a Quick Learner? 10.1 People Handle Anxiety in Different Ways. 11.1 Suspicions Are Not Proof. 12.1 Two Social Workers in a Dispute. 12.2 Medical Records Puts Social Work in Difficulty. 14.1 Everyone Says I Am Doing Good Work. Figures. 1.1 Attributes of Persons with High Emotional Intelligence. 4.1 Value Orientations of Decision Makers. 4.2 Managing Up. 5.1 Initial Learning about Potential Employees. 5.2 Group Problems, Leadership Styles, and Group Decision Making Ladder. 5.3 Leadership Behaviors and Positive Supervisory Performance. 7.1 The Planning Process. 8.1 The SMARTER Model for Setting Objectives. 9.1 Learning as an Experiential Process. 9.2 Strategies to Facilitate Learning. 9.3 Action Guidelines for Considering Parallel Processes. 11.1 Guidelines for Dealing with Substance Abuse Difficulties. 11.2 Home Visit Safety Precautions. 13.1 Some Suggested Actions to Prevent Burnout. 13.2 Managing Short-Term Time. 14.1 Core Elements of MBO Philosophy. 14.2 An Appraisal Writing Checklist. 15.1 Force Field Analysis.