Supervisory Style Challenges

Thus, if employees are treated in a Theory X manner, they will become lazy. If they

Jennifer you continue to promote an atmosphere of camaraderie in your group which was difficult during this rating period with having one defiant employee and receiving over a thousand hotlines in 2015. You conducted monthly group meetings and you met individually with your workers to discuss their performance or lack of performance. You also discussed with them all pending reports that they have in Case Compass. During your team meetings you reiterate to your team the importance of compliance with all applicable policies, including but not limited to policies concerning initiating reports/contact/completion of reports, behavior, work performance and

Ms. Coleman has a long experience as an APCW and has demonstrated excellent knowledge of risk identification, investigation, agency programs and outside resources, which she applied for the benefit and safety of reported adults. Beyond assisting reported adults in her assigned cases, she also has provided information about programs and resources, such as CDS, in Home Services, MFP, RCF and nursing home placement, guardianship and Medicaid to outside callers asking for information. She knows and has adhered to all policies and HIPPA confidentiality rules. She consistently worked independently and kept her supervisor informed of all pertinent work. Ms. Coleman has passed on her knowledge about some detailed technical Case Compass operations to her supervisor and new co-workers. Ms. Coleman consults with APCS regarding clients, policies and procedures; Ms. Coleman meets most objectives in this job component.

The MCS individual will be given 30 days to complete the online training to be completed each year no later than 30 days after the date of hire, i.e. date of hire 06/10/2011, a particular employee would have until 07/10 of every year after their employment date to take the yearly online ethics training and have their completion page signed and sent in to the HR Ethics Manager. The PC online training would encompass four specific areas:

You maintain reliable attendance and you comply with Departmental Policy and Procedure. You consistently communicate with APCS regarding changes to your work schedule as they arise. You have attended all scheduled team meetings, monthly conferences, and the Regional meetings. Carla, you complete and submit your DELTA and expense report timely. Carla, improvement could be seen in your time management skills and your work habits as this may be affecting your ability to complete face to face interviews within policy time frames, document cases in the required time frame, submit plans of action within the required time frames an complete investigations within 60 calendar days.

Nesmith-Barker was recently re-assignment to the Otis Bantam Correctional Center (OBCC) which has a daily census of 449 class members. In addition, she will facilitate the training and re-training of four direct reports. She is knowledgeable and proficient in all aspects of the department functions and has made it her duty to work each area to gain the necessary skills required to be successful. As part of her responsibility, she will continue to ensure the timeliness and appropriateness of discharge plans, supportive housing applications, SPOA applications, CRAN referrals, 30 / 90 day follow ups, and all other entitlements eligible to the patient population. She will participate in all necessary in-house meetings in an effort to effectively coordinate day-to-day responsibilities to staff members while ensuring necessary information is communicated to middle and upper management. Ms. Barker will oversee all reports to ensure timeliness while reviewing charts to ensure that appropriateness is in alliance with good patient care. In addition, she will continue to monitor and work with DOC to maintain production in an effort to ensure patients are presented for services and in accordance with the Brad H stipulation. She is well-informed of departmental policies and procedures in the Social Work Department and ensures they are appropriately operationalized. Ms. Nesmith-Barker’s professionalism and experience provide the department with the key skills necessary to maintain its

There are many different styles and approaches supervisors may demonstrate. Each style has unique qualities and characteristics that set them apart from the others. When a supervisor begins moving up through the ranks they can change, sometimes for the better and sometimes not. I have worked for some excellent supervisors and some that are not so excellent. Whether a supervisor practices the contingency theory or they are behavior based in their actions, a great supervisor in law enforcement comes down to two things, having your subordinates back and being trustworthy.

Effective supervision requires establishing different levels of supervision in order to know which offenders need closer supervision from those who require less supervision (Alarid & Del Carmen, 2012). Generally, the supervision of offenders is categorized into three or four levels: maximum, medium and minimum or maximum, high, standard, and administrative (Alarid & Del Carmen, 2012). The administrative level is for probationers or parolees who have committed minor offenses, satisfied financial responsibilities, and been in compliance for two years (Alarid & Del Carmen, 2012). Probationers and parolees on the administrative level do not require a personal visit or personal contact with the officer (Alarid & Del Carmen, 2012). Individuals on the administrative level are required to call in and leave a voicemail or mail in a residence verification and employment document (Alarid & Del Carmen, 2012).

There has to be at least 100 hours with physical presence of a supervisor. This gives students opportunity to use the skills that they have learned in class (Michigan, 2012).

Over my years as fist-line supervisor my leadership style has matured. On first becoming a supervisor my leadership style was more autocratic and not involving subordinates in any decision-making (Eagley & Johnson, 1990). Over the years I have transformed into a democratic leader and situational leader. The autocratic leadership style is still used when there is a need, such as in a ‘hot’ call where there is no time for discussion on how to handle the issue.

Maurice William’s understands that social workers get tired because of their relentless job responsibilities, therefore, she makes sure they don’t experience burn out since it is her responsibility to keep the families intact (Laureate Education, Inc., 2011). Since she is not out in the field visiting the homes, she puts her faith in her upper management team to be able to listen and pay attention to any problems or potential future problems (Laureate Education, Inc. 2011). Since she is unable to be out in the field, Williams uses her supervisory skills to train her staff to be able to identify potential problems and also to report back to her what the problems are. If there were problems out in the field (i.e., foster parents, foster children), she shoulders the full responsibility to make sure that the problems are addressed and resolved, or modify changes that are in the best interest of the children.

Corrective is action taken to extend her probationary period for 2 weeks, provide re-education on service excellence, and the PCS/PCA role and expectations. Weekly follow-up will be conducted to ensure effective communication skills, team performance and skill performance are consistent on the unit. This probationary period has been extended to help her identify and correct

In earlier days, the supervisor was the person in charge of a group of towrope pullers or ditch diggers. That person was literally the “fore man,” since he was up forward of the work crew. His authority consisted mainly of chanting the “one, two, three, up” that set the pace for the rest of the workers. In Germany, the supervisor is still called a vorarbeiter (“fore worker”); in England, the term charge hand is used. Both terms suggest the lead-person origin. The term supervisor has its roots in Latin, where it means “looks over.” It was originally applied to the master of a group of artisans. Today, the supervisor’s job combines some of the talents of the “foreman” (or leader) and those of the “master” (skilled

An effective leader influences their employees in a desired manner to achieve goals and objectives. Different leadership styles can affect an organization’s effectiveness and performance. The objective of this paper is to analyze the review of literature on various leadership styles over the past years and how effective and ineffective different leadership styles are in the workplace.

Supervision theories and practices began emerging as soon as counsellors started to train other counsellors (Bernard & Goodyear, 2009). Several different theoretical models have developed to clarify and support counselling supervision. The focus of early models of supervision had generally been based on counselling theories (such as Cognitive Behavioural Therapy, Adlerian or client-centred), but these orientation-specific models have begun to be challenged as supervision has many characteristics that are different to counselling. Competency as a counsellor does not automatically translate into competency as a supervisor, and when supervisee/supervisor orientations differ, conflicts may arise (Falender &