SUPERVISION

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SUPERVISION

• Dolgoff, R. (2005) An introduction to supervisory
  practice in human services. Boston, MA Allyn
  Bacon

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Whats the Difference between Clinical
Managerial Supervision?

• Clinical supervision requires knowledge base in
  treatment modalities, i.e., brief therapy,
  narrative, solution-focused, etcwith a
  particular focus regarding the clients
• Managerial supervision is focused on the
  knowledge skills needed to get the job done in
  relationship with ones supervisees or other
  personnel

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WHAT IS SUPERVISORY PRATICE?

• Consists of the roles, tasks, and functions of
  supervisors
• Supervision occurs in relationship to agency
  purposes, accountability, program development,
  and service improvement
• Requires use of multifaceted set of theories,
  knowledge, and skills in order to accomplish
  tasks within organizational societal context.

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ROLES

• Interpersonal (mediator, newcomer)
• Informational (mentor, teacher)
• Decisional (manager)
• - supervisors take on these roles in the context
  of managing their own units

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FUNCTIONS

• Provide leadership
• (influence others to work willingly toward
  achieving objectives)
• Serve as mid-level manager
• (setting of priorities, planning, allocating,
  coordinating staff assignments with an eye to
  maintaining an agenda of services to clients)

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FUNCTIONS (cont.)

• Insure effective, efficient service delivery
• Serve as liaison buffer
• Teach unit supervisees Learn from them
• Insure accountability
• Identify service needs advocate for change

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FUNCTIONS (cont.)

• Develop constructive work relationships
• Be thoughtful, planful, and political
• Pursue professional development
• Manage oneself

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Managing oneself what is it?

• Engaging in reflection and awareness of biases
• Reading our own emotions as well as the emotions
  of others emotional intelligence
• EI domains self-knowledge, self-control,
  self-motivation, empathy, interpersonal
  effectiveness
• Goleman, D. (1995) Emotional intelligence. New
  York Bantam Books.

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MODELS of SUPERVISION

• Individual
• Group
• Peer Group
• Tandem

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Supervisory Meetings

• Determine the purpose of the meeting
• Are the issues to be discussed and worked on as a
  group or individually?
• Identify the expected results of the meeting
• Do some pre-planning for the meeting, i.e.,
  setting the agenda
• Maintain the focus of the meeting
• Tend to process issues with group meetings, i.e.,
  group dynamic issues

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ROLE PLAY TIME
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ORGANIZATIONAL DECISION-MAKING
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Organizational Decision-Making

• 3 Types of Decisions
• Intuitive
• Judgmental
• Problem-Solving

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Intuitive

• Tied to feelings instead of rationality
• Based upon what feels right
• Based on impressions of other and what they are
  doing

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Judgmental

• Based on knowledge experience
• Familiarity of operations is now routine
• Can predict what will happen if a certain
  course of action is pursued
• - 95 of all decisions made by supervisors is
  judgmental, seldom is additional info sought
  unless the problem is new or their experience
  does not cover the topic

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Problem-Solving

• Decisions require more time as more information
  is needed
• Allows time for study, analysis, reflection
• Objective / scientific approach
• Often used for solving complex problems

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Guidelines for Decision-making
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Define the Situation or Problem

• Determine what are the facts and the feelings
  associated with the situation
• Take a deeper look at whats really going on
  understand that whats being presented as the
  problem is actually a superficial cover for
  something else

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Collect Study the Facts

• Obtain relevant data
• Scrutinize the information obtained
• If you dont have enough to make an informed
  decision, means you need to obtain more
  information

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Formulate Choices

• Recognize and understand the alternatives
  available

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Anticipate likely Results of the Choices

• Anticipate the outcomes regarding the
  alternatives available (intended and unintended
  consequences, precedence setting, etc)

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Consider Feelings

• Awareness and critical reflection of ones own
  feelings about the available alternatives
• Allows one to distinguish what ones own biases
  are

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Choose Sound Action

• Make the decision choose what seems appropriate
  and makes the most sense
• Recognize that you will make mistakes!

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Follow Through

• Once youve made a decision, every effort should
  be made to support it and do what it takes to
  carry it out
• Announce the decision to all members need to
  sustain the support until its complete
• Remember that no decision should be set in stone

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Be Flexible

• Keep an open mind you may need to change plans
  if youve made an error

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Evaluate Results

• Conduct a tentative analysis of your decision
  soon after action has taken place
• At a later date, conduct a more comprehensive
  evaluation

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Exercise

• Decision Making Basket

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PITFALLS IN DECISION MAKING
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ProcrastinationIf I dont do anything maybe
itll resolve itself.

• Stalling only makes the problem more complicated
• Handle it now

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Oversimplification( 1, 2, 3, .)

• The tendency to follow the steps of
  problem-solving believing that these steps will
  lead to resolution

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Irrational Behavior

• When a decision has been based on feelings or
  other subjective criteria

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Mistakes Bring DiscouragementNo ones Perfect)

• Be accepting of one another when mistakes occur
• Errors should be corrected as soon as possible,
  but not punished

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Communicating for Managerial Effectiveness (P
.G.Clampitt)
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10 Practical Propositions about Communication

• Language is inherently ambiguous
• Communication is a process that is best described
  in terms of probabilities
• Context shapes the probabilities by creating
  default assumptions that solidify interpretations

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10 Practical Propositions about Communication

• 4. Context is developed through process of
  individual interactions
• 5. Context can be powerful and act like a black
  hole
• 6. Context construction is uniquely sensitive to
  time sequencing

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10 Practical Propositions about Communication

• 7. Communicative content context interact to
  produce meaning
• 8. Meanings may be constructed without any
  message at all
• 9. There are secondary messages in every
  communication event
• 10. Even though interpretations are relative, the
  process of meaning construction is not

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How might managers approach communication?

• The Arrow Approach
• The Circuit Approach
• The Dance Approach

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The Arrow Approach

• The message is always straightforward and results
  oriented
• The sender presumes that the message will be
  interpreted exactly as intended
• Communication is a one-way activity

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Strengths Weaknesses to the Arrow Approach

• Strengths
• Encourages managers to clearly think out their
  ideas, articulate directives, provide specific
  instruction
• High productivity encouraged as modeled by the
  communication style

• Weaknesses
• Presumption that effective expression effective
  communication
• Treat communication as an event instead of a
  active process
• Views words as the meaning, instead of viewing
  meaning from the context

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The Circuit Approach

• Stresses making connections via listening,
  feedback and relationships
• Communication is a two-way process involving
  interaction between the sender and the receiver
• Job satisfaction the goal of organizational
  communication

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Strengths Weaknesses of the Circuit Approach

• Strengths
• Pays attention to aspects of interaction
• Looks for meanings imposed by listeners

• Weaknesses
• Presumes understanding effective communication
• Ignores the fact people may actually disagree
• Important and meaningful difference may be
  overlooked in the name of understanding
• Time-consuming

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The Dance Approach

• The type of communication used is dependent on
  the situation
• The communication style and choice of medium
  varies according to the goals and context
• There is no correlation between ability to
  communicate ability to dance

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The Dance Approach (cont.)

• Communication is utilized for multiple purposes
• Communication involves the coordination of
  meanings
• Communication involves coorientation
• Communication is rule-governed

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The Dance Approach (cont.)

• Communicators develop a repertoire of skills that
  may become ingrained
• Communication may be viewed as a patterned
  activity
• Communication is a function of the degree of
  coordination

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What are Communication Channels? What are types
of communication channels
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Why should a manager be concerned about the type
of communication channels he/she utilizes?
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The Sender-Message-Channel-Receiver Model

• Are the senders objectives compatible with the
  attributes of the intended message? (S-M test)
• Are the messages sent compatible with the
  channels utilized? (M-C test)
• Are the senders objectives compatible with the
  type of channels utilized? (S-C test)

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The Sender-Message-Channel-Receiver Model

• Are the messages compatible with the receivers
  characteristics?
• (M-R test)
• Are the channels utilized compatible with the
  receivers characteristics? (C-R test)

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Situation 1 A midsize construction firm wants to
announce a new employee benefit
program Situation 2 A manager wishes to confirm
a meeting time with ten employees Situation 3 A
midsize insurance company wants to garner support
for a program that encourages employees from
different departments to work on the same project
teams Situation 4 A group of geographically
dispersed engineers wants to exchange design
ideas with one another
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The Nature of Departmentalization

• Departments generally perform separate functions
• Departments are physically separated
• Departments are separated through accounting
  procedures
• Departments separate employees through the
  authority structure

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What are the potential problems associated with
departmentalization?
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Factors that Create Greater Barriers Between
Departments

• Language differences
• Office design
• Priority differences
• Structure of rewards punishments
• Adherence to rigid procedures
• Complexity of communication relationships

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How to address interdepartmental communication
problems

• Rally employees around common goals and values
• Make cooperation between departments a priority
• Reconcile inherent tensions between information
  providers consumers
• Create organizational processes procedures to
  manage interdepartmental conflicts

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Ways to Accomplish this

• Job switching
• Company-wide seminars
• Coauthored articles
• Brainstorming sessions

• Office redesign
• Show-and-Tell
• Quizzes
• Job redesign

• Interdepartmental agreements
• Tracking organizational processes
• Redesign accounting procedures
• Job description modifications
• Cross-functional teams
• Parallel development cycles
• Organizational restructuring