SUPERVISION-HANDOUTS.docx

**SOCIAL WORK ADMINISTRATION** **DEFINITION OF ADMINISTRATION** - A process, a method or a set of relationships between and among people working toward common objectives in an organization (Ehlers, Austin & Prothero) - A process of defining and attaining the objectives of an organ...

**SOCIAL WORK ADMINISTRATION** **DEFINITION OF ADMINISTRATION** - A process, a method or a set of relationships between and among people working toward common objectives in an organization (Ehlers, Austin & Prothero) - A process of defining and attaining the objectives of an organization through a system of coordinated & cooperative effort -Herman Stein - Beavers (1950): Administration "as the processes of means by which the aims of an organization are determined, plans made for achieving these aims and the plans carried out". - Tead (1939): "Administration is the process of direction, oversight, coordination and stimulation in an agency designed to carry out some agreed purpose with economy and effectiveness in the means employed (material and personnel) and with all possible regard for the claims of the individuals involved" - Dunham (1962): "Administration as the process of "supporting or facilitating activities which are necessary and incidental to the giving of direct service by a social agency. Administrative activities range from the determination of function - Spenser (1950): "Administration is the conscious direction of the internal relationships and activities of enterprise towards the achievement of goals". She also outlines that it encompasses" the conscious intervention in the interaction forces operating between the agency and the larger community of which it is a part". - Herleigh Trecker (1971): "process of working with people in ways that release and relate their energies so that they use available resources to accomplish the purpose of providing needed community services and programmes." - The American Council of Social Work Education: "Administration is the process of transforming community resources into a programme of community services, in accordance with goals, policies and standards which has been agreed by those involved in the enterprise. It is creative in that it structures roles and relationships in such a way as to alter and enhance the total product. It involves the problem solving process of study, diagnosis and treatment". **ADMINISTRATOR VERSUS MANAGER?** **ADMINISTRATOR** - Is a person who is responsible for forming the strategic vision of the organization (top level of hierarchy) **MANAGER** - Is a person who is responsible for translating the administration's vision into operating plans and acting in the middle and first line level of hierarchy. **ADMINISTRATION AS A METHOD** Determination of goals/setting of objectives Formulation of policies Creating and maintaining an organization Making plans Securing resources Selecting necessary technologies for operations Designing programs and services Optimizing organizational behavior Evaluating results for the improvement of services Accounting for resource utilization **ADMINISTRATION AS A PROCESS** Is a continuous, dynamic process that leads to organizational growth and development. Resources of people & materials are harnessed & coordinated Leadership is implicit in administration Coordination, cooperation & participation are means to achieve organizational goals **ACTIVITIES OF ADMINISTRATION** Determination of goals/objectives; Formulation of policies; Maintenance of organization; Formulation of plans; Securing of resources; Selection of technology; Design of programs and services; Optimization of organizational behaviour; Evaluation of results for improvement of services; and Accounting for resource utilization. **SOCIAL WORKER'S 3 DISTINCT CAPACITIES** 1\. **HELPER**- make agency procedures and services appropriate to the needs of the client and potential client 2\. **ORGANIZER**- run agency efficiently and effectively 3\. **BUREAUCRAT**- abide by bureaucratic rules and procedures **CHARACTERISTICS OF ADMINISTRATION** A. **HUMAN ENTERPRISE** that involves activity of people in the organization B. **CONTINUOUS AND DYNAMIC** **PROCESS** for common goal or purpose C. **RESOURCES OF PEOPLE AND** **MATERIALS** are harnessed and coordinated D. **LEADERSHIP** is implicit. **\*Leadership** -- ability of individual to influence, motivate, and enable others to contribute toward the effectiveness and successes of the organization of which they are members **ELEMENTS OF ADMINISTRATION** A. **ORGANIZATION** -- setting up of framework or structure of the different units of the system to carry out or perform distinct tasks B. **MANAGEMENT** -- activity that allocates and utilizes resources to achieve organizational goals. Involves establishing and maintaining an organizational climate or internal environment in which people working together in groups can perform effectively and efficiently **HENRY FAYOL'S PRINCIPLES OF MANAGEMENT** 1\. **DIVISION OF WORK**: - Work is divided among individuals and groups to ensure that effort and attention are focused on special portions of the task. Work specialization as the best way to use the human resources of the organization. When employees are specialized, output can increase because they become increasingly skilled and efficient. 2\. **AUTHORITY**: - Authority and responsibility are closely related. Authority -right to give orders and power to exact obedience. Responsibility involves being accountable. ** Managers** MUST KEEP IN MIND that with authority comes responsibility. 3\. **DISCIPLINE**: Successful organization requires common effort of workers. Penalties should be applied judiciously to encourage common effort. Discipline must be upheld in organizations. 4\. **UNITY OF COMMAND**: Workers should receive orders from only one manager. Employees should have only one direct supervisor. 5**. UNITY OF DIRECTION**: The entire organization should be moving towards a common objective in a common direction. Teams with the same objective should be working under the direction of one manager, using one plan to ensure that action is properly coordinated. 6\. **SUBORDINATION OF INDIVIDUAL INTERESTS TO THE GENERAL INTERESTS:** The interests of one person should not take priority over the interests of the organization as a whole 7\. **REMUNERATION**: Many variables, such as cost of living, supply of qualified personnel, general business conditions, and success of the business, should be considered in determining a worker's rate of pay. Employee satisfaction depends on fair remuneration ,financial and non/financial 8\. **CENTRALIZATION**: is lowering the importance of the subordinate role. This principle refers to how close employees are to the decision-making process. Balance is important. 9\. **SCALAR CHAIN**: Managers in hierarchies are part of a chain like authority scale. The President possesses the most authority; the first line supervisor the least. Lower level managers should always keep upper level managers informed of their work activities Employees should be aware of where they stand in the organization\'s hierarchy, or chain of command. 10\. **ORDER**: For the sake of efficiency and coordination, all materials and people related to a specific kind of work should be treated as equally as possible. The workplace facilities must be clean, tidy and safe for employees. 11\. **EQUITY**: All employees should be treated as equally as possible. Managers should be fair to staff at all times, both maintaining discipline as necessary and acting with kindness where appropriate. 12\. **STABILITY OF TENURE OF PERSONNEL:** Retaining productive employees is a high priority of management; minimize employee turnover. 13\. **INITIATIVE**: is defined as new or additional work activity undertaken through self-direction. Employees should be given the necessary level of freedom to create and carry out plans. 14\. **ESPIRIT DE CORPS**: Management should encourage harmony and general good feelings among employees. Organizations should strive to promote team spirit and unity. **SOCIAL WORK ADMINISTRATION** Method of social work concerned with the provision and distribution of societal resources to enable clients meet their needs and fulfill their potentials Application of a synthesis of social work methods in administrative processes Addressed to specific social work tasks of defining & solving human problems and satisfying human needs **CHARACTERISTICS OF SOCIAL WORK ADMINISTRATION** Use of principles & techniques of administration in general Use of philosophy, aims and functions of social work, methods of social diagnosis, analysis & synthesis of individual, group or community needs and generalizations for change or development in agency goals and functions Primary focus is a helping process for individuals, groups & communities Working with people based on knowledge and understanding of human behavior, human relations and human organizations Use of social work methods in administrative process and staff **DIMENSIONS OF SOCIAL WORK ADMINISTRATION** **Work assignment** within the agency structure -- allocation of tasks & functions **Community** in which the agency works; source of support & object of services **Psychosocial** dimension in which people release their feelings and energies; when properly harnessed constitute human resources to achieve agency goals **SOCIAL WELFARE AGENCY** ✓ A structured framework within which the administrative tasks are carried out ✓ Types- a. governmental/public; b. non-governmental/private/voluntary; c. semi-private or quasi-governmental ✓ Types based on size, a. geographical coverage, b. clientele served ✓ Viewed as a a. bureaucracy & b. social system **TYPES OF SOCIAL WELFARE AGENCIES** 1\. Governmental or public agencies 2\. Private or voluntary agencies 3\. Semi-government or quasi government organization **1. GOVERNMENT AGENCY** By Constitution Mandate By Legislative Act By Executive order of the president/ presidential decrees/ letter of instruction **2. PRIVATE SOCIAL WELFARE AGENCY** Is created by group of citizens who have decided to organize to meet the identified needs of a community or groups of people, utilizing community resources to render social services to the people. **3. QUASI OR SEMI-GOVERNMENT** Are organizations that have both public and private characteristic, not fitting neatly into either category. This can be corporation, non- profit organization composed of board of directors from government. Ex. Red Cross  **LEVELS IN A SOCIAL WELFARE AGENCY** **POLICY** -top management/Board of Directors: policy formulation **ADMINISTRATIVE/EXECUTIVE** -Executive Director- implements policies/decisions of Board **SUPERVISORY** -- Enables workers to perform their functions **DIRECT SERVICE** -- Provide social services Skills: conceptual, technical & human relations **ADMINISTRATIVE FUNCTION** 1. Policy formulation 8. Coordinanting 2. Planning. 9. Communicating 3. Programming 10. Budgeting 4. Organizing. 11. Recording and Reporting 5. Staffing 12. Public relation 6. Directing. 13. Evaluating and Research 7. Controlling. **1. POLICY FORMULATION** **POLICY** -- a stated course of action adopted and followed by the agency in doing its work; written statement formally adopted by the Board or legislative body Areas of policy consideration: policy values & objectives; policy target group or clientele; methods of implementation and environmental impact **STAGES IN POLICY FORMULATION** - Identification of the problem or issue - Analysis of the problem - Informing the public about the problem - Development of policy goals - Building of public support - Legislation or enunciation of policy - Implementation and administration - Assessment and evaluation **PRINCIPLES OF POLICY DETERMINATION** - Policy must be based on agency purpose - Must be based on adequately evaluated facts & experience; participation of clientele & people affected by policy - Focus and direction for the attainment of agency purpose - Unity and consistency between various policies & between policy & purpose - Participation of agency staff in policy - Relate agency purpose to realities in community and agencies facilities and resources - Policy-making, planning and operations are interrelated - New policies should be based on evaluation of existing policies and practice - Thorough knowledge of policy by staff is essential - Policies be expressed in positive forms - Carrying out of policies in the spirit of their intent be by administration and staff - Evaluate any conflict between policy & practice 2\. **PLANNING** - **Planning** is a process of mapping out one's activities towards the accomplishment of goals and projecting the means or resources of achieving them - **Plan** is a course of action for reaching a goal beginning now or at any predetermined time in the future - short range/term; medium range/term; long range/term **Elements in Planning** - goal or the what - resources, means, procedures and methods or the how - people involved in achieving the goals or the who - method of evaluation and review - conditions under which the plan will be implemented **Principles of Planning** - grow out of the expressed interests and needs of all persons in the agency - participation of those to be affected - adequate factual basis - combines face-to-face methods and committee work - individualized/particularized based on varied situations; - use of varied approaches indigenous to the situation - requires professional leadership - requires the efforts of volunteers, Non-professionals, community leaders - calls for documentation and recording - use existing plans and resources - dependent upon thinking prior to action **CHARACTERISTICS OF EFFECTIVE PLANNING** - Be based on clearly well-defined objective or goals - Be simple and easily understood - Be flexible - Be easily analyzed and classified - Maximize existing/limited resources such as funds and personnel **3. PROGRAMMING** - **Programming** is a process of preparing or setting up the program involving a specific period of time and specific type of services. - **Program** is a unit of planned purposive action. 4\. **ORGANIZING** - **Organizing** is a process of setting up individuals and functions into productive relationships towards the accomplishment of certain common objectives. - **Organization** is the structure or the pattern or network of relationships between the various positions and the individuals holding such positions; set of formal, planned relationships between the physical factors and personnel required for the performance of these functions **TYPES OF ORGANIZATIONAL STRUCTURE** - **Formal** - established by law; by laws and activities are consciously coordinated found in their policies, procedures, etc. - **informal**- established unconsciously by spontaneous grouping of persons and consists of rules, sentiments, traditions - **MODELS OF ORGANIZATION** - **Bureaucratic form**-a pre-set system of procedures and rules; division of labor based on specialization; promotion and selection of personnel based on technical competence; impersonality in human relations. - **Democratic form**-more informal and employees participate & share in decision-making; warm, cooperative relationships encouraged - **Adhocracy**-blending of bureaucratic & democratic forms; flattening of the pyramid( mixed matrix) - **Collegial or professional team model**-group of professional colleagues organized in a collaborative lifestyle with maximum informal communication **KINDS OF ORGANIZATIONAL CHARTS** **Organizational chart** is a pictorial presentation of the organizational structure **VERTICAL CHART** -shows the position of authority at the top with the different levels in a horizontal position and the functions running vertically **HORIZONTAL CHART** -shows the position on the left side and presents the different levels in a vertical position while the functions are shown horizontally **CIRCULAR CHART** -shows the position of authority from the middle of the circle and the functions flow from the center **STEPS IN ORGANIZING** 1. Distinguish clearly the various functions necessary to accomplish the action. 2. Group the functions into organizational units and eventually into economical and effective work assignments. 3. Provide in advance of the need for the physical facilities and resources. 4. Find the qualified personnel who can perform the assigned responsibilities **PRINCIPLES OF ORGANIZING** - Work specialization or division of work - Unity of command- one supervisor - Span of control-no. of supervisees - Homogenous assignment - Delegation of authority - Hierarchical or scalar principle - Line and staff principle - Division of labor - Short chain of command - Balance 5. **STAFFING** **STAFFING**/personnel management is the art of acquiring, developing and maintaining a competent workforce in such a manner as to accomplish with maximum efficiency and economy the functions and objectives of the organization **Objectives**: to secure and develop adequate and efficient personnel to aid management in accomplishing the goals; to aid every personnel to develop and perform to the limit of his capacity recognizing his interests & competency **ELEMENTS OF STAFFING** 1. Effective recruitment, selection and hiring 2. Placement-right person for the right job 3. Orientation or induction and training 4. Promotion 5. Transfer-horizontal or vertical movement 6. Performance appraisal/rating 7. Wage and salary administration 8. Discipline 9. Employee benefits and services 10. Turn-over, separation, retirement 6. **DIRECTING** **DIRECTING** is the process of implementing the total plan and bringing into being all the necessary and available resources to achieve the objectives of the organization; issuing instructions **Steps in directing**: setting up the major responsibilities, persons, units; placing the jobs, responsibilities and functions properly in an organizational pattern; issuing directions, special assignments and orders; controlling or directing closely by basic policies and plans 7. **CONTROLLING** **CONTROLLING** is the work of constraining, coordinating and regulating action in accordance with plans for the achievement of specified objectives. **Steps in controlling**: setting standards at strategic points, checking & reporting on performance; getting feedback/information about the results of performance; taking corrective action Methods: reporting; setting deadlines; inspection and prior approval of projects 8. **COORDINATING** **COORDINATING** is the process of interrelating the various parts of the work of an agency so that it functions as a whole. **Types**: coordination of thought; and coordination of action **Forms**: perpendicular/vertical coordination; and horizontal/cross- coordination **Ways for effective coordination**: clear lines of authority & responsibility; periodic reports; effective communication system 9. **COMMUNICATION** **COMMUNICATION** is a process that transmits ideas from one person to another for use in the performance of managerial functions. **Components**: sender, message, receiver **Purposes**: clarify what is to be done, how and by whom; reinforce identity with agency purposes; transmit problems, ideas, suggestions; report progress; promote participation and promote social interchange/provide recognition **Patterns**: formal and informal communication 10. **BUDGETING** **BUDGET**- financial plan for an agency ** Steps in preparation**: developing a statement of goals & objectives; writing a plan of action; setting up a chart of accounts; submission or presentation to authorities for approval or authorization; execution/implementation; reporting & accounting **Factors of an ideal budget**: is comprehensive including planned expenditures and estimated income; clear and easily under-stood; flexible; workable; accurate & realistic **Types**: Program, Planning, Budgeting System; line budgeting; zero-based budgeting 11. **RECORDING AND REPORTING** **RECORDS**- an account in written or other permanent form serving as a memorial or authentic evidence of a fact or event **Purposes**: Practice; Administrative; Research; Teaching; Supervision (PARTS) **Reporting**-to make or give an account of, often formally **Purposes**: upward & outward- report on progress, justification of program, plans; downward- inform workers about policies, etc. 12. **PUBLIC RELATIONS** **PUBLIC RELATIONS**- planned and sustained effort to establish and maintain mutual understanding between an organization and its public **Function**: promote public understanding and acceptance of an agency and its services **Public image** whether the agency is a good organization to work for or invest in; or whose services can be given with confidence and reliability 13. **EVALUATION AND RESEARCH** **Evaluation** assesses the effectiveness of an ongoing program in achieving its objectives and aims at program's improvement through modification of current operations. **Types of evaluation research**: for program planning; program monitoring; impact assessment; project efficiency **SOCIAL WORK** **SUPERVISION** **CAN SUPERVISION EXIST WITHOUT** **ADMINISTRATION?** SUPERVISION -- is a dynamic enabling process By which individual workers, who have a direct responsibility for carrying out some of the agency program plans, are helped by the designated staff member to make the best use of their ability so that they can do their job more effectively and with increasing satisfaction to themselves and to the agency (Cordero, et.al) **SUPERVISION** : **Charlotte Towle** An administrative process in the conduct of which staff development is a major concern. In this process, the supervisor has three functions: 1\. ADMINISTRATIVE, 2\. TEACHING (EDUCATIONAL) AND 3\. HELPING (SUPPORTIVE) **SUPERVISION** : **Charlotte Towle** Regarding Supervision, every agency administrator wants social workers who are "team players "and who respond to supervision in a positive manner rather than becoming defensive when **critical comments** and suggestions are given. **SUPERVISION**: **ALFRED KADUSHIN** An agency administrative staff member to whom the authority is delegated to **direct, coordinate,** **enhance and evaluate the on- the** **job performance** of the supervisees for whose work he is held accountable. **SOCIAL WORK SUPERVISION** ** AUTHORITY** -- Direct -- Coordinate -- Enhance -- Evaluate **FUNCTIONS** -- Administrative -- Educational -- Supportive **SOCIAL WORK SUPERVISION** as **ART** and **PROCESS** PASWI, 1997 in Pangalangan 2000 Social Work Supervision Enabling workers and students to perform their functions under the guidance of the supervisor Meaningful learning process experienced by supervisor and supervisee Both develop their knowledge, skills and attitudes Process is aimed at development of creativity As supervisee gain competence, better quality of service is achieved **OBJECTIVES OF SUPERVISION:** 1\. To deliver the best possible service (Quantitatively, qualitatively) in accordance with policies and procedures. 2\. Supervisor performs indirect service to clients. 3\. To implement agency purposes and plans and continually deepen the quality of service 4\. Provides opportunity for development of Skills, knowledge and techniques in social work practice. **Kadushin Principles:** Kadushin Principles 1\. They are highly motivated to learn. 2\. They can devote most of their energies to learning. 3\. Learning is attended by positive satisfaction. 4\. Learners are actively involved in the learning process. 5\. The contents to be learned is meaningfully presented 6\. The uniqueness of the learner is considered. **BASIC ASSUMPTIONS** **on Supervision in the Philippines** **1. Supervision aims towards the agency's control over services and practice.** Supervision always involves intellectual teaching All supervision has psychological component which includes emotional support, power or use of authority and self-actualization. **2. Recognizes that supervision is essentially a function of administrative leadership which is aimed at**: accomplishment of the administrative goals of the agency rather than therapeutic for supervisees. fusion of administrative and teaching activities in one dynamic process. judicious use of administrative power and authority. **3. Stresses the supervisory** **process as a learning process** **when:** There is acceptance of the learner There is an orderly process of integration of materials from simple to complex Giving of specific knowledge to ease anxiety Requires basic knowledge in the social work methods through formal graduate training in social work. **ROLE AND FUNCTION OF SUPERVISOR:** -Supervisor is a mid-position in a social agency or in a department whose main function is to provide a social work service. **Role and Function** a member of agency team employed to accomplish the agency's purpose and functions. Carries responsibilities within allotted segment of the agency. Has a responsibility for a certain number workers and or student. Has the responsibility for seeing to it that the work of the agency gets done and done well. Workers/ students are enabled to improve their skills to the limits of their ability through a combination of administration, teaching and helping functions enhanced throughout by clear communication. Carries mid- management role; responsible to and helping those above and below him in the hierarchy of his agency. Utilizing his knowledge of administration to enhance services to the clients Utilizing knowledge and skills in social work practice to improve agency functioning through teaching and stimulating and enabling staff to carry out their responsibilities most effectively. Ability to form a variety of relationship, patience, enthusiasm, and keep one's head when all around are losing theirs and blaming him for it. **THE 3 FUNCTIONS OF THE SUPERVISOR** **1. ADMINISTRATIVE** **2. TEACHING (EDUCATIONAL)** **3. HELPING (SUPPORTIVE)** **1. ADMINISTRATIVE FUNCTION OF THE SUPERVISOR:** **ADMINISTRATIVE FUNCTION** -The supervisor is a link in the chain of administration---the administrator who is in direct contact with the worker. Even in a turbulent environment, shaped by managed care (Kalous 1996) -The supervisor has responsibility for agency management, and specific, clearly defined, administrative--- managerial functions are assigned to him or her. **TASK OF ADMINISTRATIVE** **SUPERVISOR** **1. STAFF RECRUITMENT AND SELECTION** -the supervisor should invite the work group to generate, test, and refine descriptions of essential job tasks before advising agency management about the position for which recruitment is being suggested. **2. INDUCTING AND PLACING** \- The Workers need to find their place in the organizational framework. Knowing clearly to whom they report (and who reports to them) enables workers to find their "particular location in the invisible geography" of the agency's human- relations network. **3. WORK PLANNING** \- the supervisor has to plan what the agency needs him or her to do. These then need to broken down into specific duties and, ultimately, into specific tasks---a certain unit of work to be completed within a given period of time. **4. WORK ASSIGNMENT** -Having planned the overall work of the unit, the supervisor selects tasks for individual workers in line with the total unit work plan. In making task assignments, the supervisor needs to take a variety of factors into consideration. **5. WORK DELEGATION** -Task assignment indicates what work needs to be accomplished. Task delegation indicates how it is to be accomplished. Where work is assigned under conditions of maximum worker autonomy and discretion, the objectives of task assignment are clearly stated, and the worker is permitted to initiate any action. **6. MONITORING, REVIEWING, AND EVALUATING WORK** -the supervisor has the further responsibility of monitoring the task assignment to see that it gets done in the allotted time and in a way that is in line with agency procedures. **2. TEACHING (EDUCATIONAL) FUNCTION OF THE** **SUPERVISOR:** **T**eaching (Educational) \- The educational function of social work supervision is concerned with teaching the social worker what he needs to know in order to do his job and assisting him to learn it. \- Educational supervision is thus concerned with teaching the knowledge, skills and attitudes necessary for the performance of social work tasks through the detailed analysis of the social worker\'s interaction with the client. (Kadushin, 1992:135.) Teaching **A.) Planning** -Supervisor has to plan work experience for a supervisee which will give him the opportunity to learn and to progress as a worker. **B.) Providing a climate for learning** -Supervisor teaches sensitivity to the needs of the worker at both the intellectual and feeling level which enable the worker to integrate feeling and intellectual functioning in the practice of social work. TEACHING INCLUDES: Helps SUPERVISEES learn what they need to know so that they can do their assignment effectively. Transfers knowledge, stimulates thinking, leads out with new ideas, holds workers to grapple with new ideas, encourages conscious thinking process. Provides workers opportunity to discuss their work and appraise it to arrive at decisions and learn helping skills. Regularly scheduled individual or group supervisory conference is the primary methodology utilized for teaching in supervision; a\. The content is the supervisee's performance b\. Pre-planning and preparation are extremely necessary; supervisor and supervisee engage in critical analysis of the work submitted by the supervisee. **SOME POINTS OF EFFECTIVE TEACHING:** Effective Teaching 1\. Start with the familiar and move to the unfamiliar. 2\. Start with simple and move on to the complex. 3\. Learning should be done in an orderly progression. 4\. Repetition reinforces learning. 5\. Learning by doing increases motivation and provides opportunities for the correction of misunderstood principles or theories. 6\. Recognition of good works stimulates further learning. **EDUCATIONAL VS. IN-SERVICE** **TRAINING VS. STAFF DEVELOPMENT** In-service training is a more specific form of staff development. The term refers to planned, formal training provided to a delimited group of agency personnel who have the same job classification or the same job responsibilities. Staff development refers to all of the procedures an agency might employ to enhance the job related knowledge, skills, and attitudes of its total staff, and includes in-service training and educational supervision. Training sessions, lectures, workshops, institutes, information pamphlets, and discussion groups for caseworkers, administrators, clerical staff, and supervisors are staff development activities. **Relation of EDUCATION to** **ADMINISTRATIVE Supervision** \*Administ rative supervision and educational supervision share the same ultimate objective: to provide the best possible service to the clients. \*Administrative supervision provides the organizational structure and the resources directed toward this goal; educational supervision provides the training that enables workers to achieve it. **3.HELPING (SUPPORTIVE) FUNCTION OF THE** **SUPERVISOR:** **HELPING (SUPPORTIVE) FUNCTION** ✓ The supportive component of supervision primarily is concerned with EXPRESSIVE considerations ✓ Supportive supervision provides the PSYCHOLOGICAL and INTERPERSONAL context that enables the worker to mobilize the emotional energy needed for effective job performance and obtain satisfaction in doing their job. ✓ The HEART of the supervision. ✓ Supportive supervision is concerned with tension management on the job (Itzhaky and Aviad Hiebloom 1998). ✓ If social workers are to do their jobs effectively, they need to feel good about themselves and about the jobs they are doing. However, the reality is that they feel discouraged, disaffected, powerless, frustrated, devalued, inadequate, confused, anxious, guilty, apathetic, alienated, and burdened. **Helping Function** a\. Supporting and sustaining the worker through stressful situations. b\. Providing a positive climate for learning c\. Managing the supervisory relationship in a helping way. d\. Making sure of what he knows about people and their behavior in working with others. e\. Helping workers to identify and modify feelings and other obstacles which are impeding their progress. f\. Helping the supervisee deal with job- related stress. g\. Developing attitudes and feelings in the workers which are conducive to job performance. **Focus of the supervisor** Support and guidance to the social worker to help him handle work related stress and Management of the work environment to decrease the stress therein and to handle work related. **BURNOUT** Burn-out is a syndrome conceptualized as resulting from chronic workplace stress that has not been successfully managed. It is characterized by feeling of energy depletion or exhaustion, increased mental distance from one's job and reduced professional efficacy. (WHO, 2021) Social worker who is struggling to handle stress can progress into a full-blown episode of burnout if support is unavailable Support is the essential element in the handling of work related stresses that cause burnout. It is through support that social workers are guided in setting realistic goals in their work; focusing on. success and not on failure; STRESSORS In The Personal Lives Of Social Workers Holt (1987:644) and Gibson, McGrath & Reid (1989: 1 0) - Personal role conflict. - Personal injury or illness. - Death of a family member. - Family disagreements. - Dual career marriages. - Adult relatives in immediate family. - Other personal adult relationships. - Other relatives and own children. - Financial difficulties. - Housing difficulties. - Unemployed close relative. - Legal difficulties. - Sexual difficulties. - Fear of not being needed and being retrenched. **SupervisoryRelationship** **(Supervisor-Supervisee Relationship)** central to process of working together professional and interactive -- not personal for purpose of achieving better service to clients partnership of unequals with authority vested on supervisor democratic and participative guided by organizational goals and professional ethics mutual acceptance of each other's roles positive interaction **3 Core Elements of Supervision** **(Kaiser 1997)** **[Core Elements]** **1. POWER AND AUTHORITY** \- attitude toward power differential \- power that underlie dual roles **2. SHARED MEANING** \- mutual understanding and agreement in sup process **3. TRUST** \- honesty \- handling of supervisee's feelings of Vulnerability **Ethical Principles of Supervisory Relationship** **(Levy 1973)** 1\. Must be in consonance with spec values and judged not by consequence but by its intention. 2\. Action is motivated by worth and dignity of supervisee. 3\. In involving supervisee in providing agency services and working together in doing expected tasks, ethics demand an unbiased approach in evaluating supervisee's performance. 3\. Provide opportunity for the supervisee's creative growth and development, even beyond that which is necessary for immediate agency work 4\. Provide opportunity for supervisee to realize professional aspirations within and beyond the agency situation. 5\. work expectation must be clarified with supervisee and provide bases for evaluating job performance **[Importance of Good SW Supervision]** Good Social Work Supervision is the cornerstone of the social work profession Social work is a profession of doing. It is fundamentally the application of knowledge and practice with others. This focus is spelled out right in our name, "Social Work." We are not "Social Studies," or "Social Readings," we are practice based and we are social workers. The function of good social work supervision should be the application of practice. Helping and teaching new social workers how to actually put into place what they know about helping people in the real world. **[Qualities and Role of Supervisor]** **1. The Supporter** \- supervisor should offer support and explore with the supervisee how the act of doing social work effects and influences the supervisee. \- Help the supervisee to explore the meaning of the experience of doing social work. -Touch on emotional hurdles faced by a supervisee that relate to issues emanating from his/her immediate work **2. The Case Consultant** -Supervisor should offer clear advice on what perspective to take while leaving reasonable options in most situations -- The supervisor offers advice on practice options, clearly articulating the practice expertise of the supervisor and allowing experimentation within reason, provided there is no immediate client/consumer crisis \- Offer advice on the situation of the client/consumer and what the client may need rather than solely the nature of the therapist's work with the client/consumer **3. The Colleague** \- Supervisors will respect and treat you as a colleague, assisting you to evolve professionally -- Where appropriate will shares clinical ideas with the supervisee for an individual or family, and work together collaboratively to help the clients/consumers achieve their goals. \- Supervisee and supervisor become more peer-like in their interactions, taking /turns sharing ideas and learning together. **4. The Teacher** -Supervisor will offer ideas and information on what has worked in his or her practice, what makes sense clinically, and will share recourses -The supervisor instructs the supervisee about, and how to implement, intervention techniques -The supervsior shares not only his or her own expertise, but also the collective knowledge of the field of practice in which he or she works **5. The Advocate** occasionally clients/consumers or perhaps even the supervisee, will need advice on how to advocate for him or herself. In these cases the supervisor can offer advice and assistance in navigating the appropriate system - Encourages the supervisee to take action on behalf of the supervisee or the client/consumer -Assists in planning action to garner the resources necessary to ensure the wellbeing of either the supervisee or the client Encouraging the supervisee him- or herself to become more active in helping clients to negotiate for resources and representation **SUPERVISION OF PARAPROFESSIONAL and VOLUNTEERS** **PARAPROFESSIONAL-** a trained aide who assists a professional person (Webster dictionary, 2022). **VOLUNTEER-** a person who voluntarily undertakes or expresses a willingness to undertake service (webster dictionary, 2022). TYPES OF SUPERVISION **1.INDIVIDUAL-** one to one supervision **2. GROUP** - orientation, case presentation, sharing of knowledge and experiences **3. CONSULTATION -** worker is responsible for the focus **4. TUTORIAL** - case accountability, performance evaluation, linkage to rest of agency **5. PEER -- GROUP SUPERVISION** - case discussion among equals; group leader facilitates - members are experienced enough **6. TANDEM -** like peer group supervision to make vital contributions - experienced workers - collaboration, can cover each other's cases 7\. TEAM - consists of varied members of agency - assigned leader not responsible for teaching - meet regularly; team decides in every case presented