Supervisory Style Challenges

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

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:

Theory and practice of supervision 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 &

Supervisor’s expectations of the supervisee may consider readiness to learn from the assigned tasks that is given, paying attention to detail and appropriate procedures, taking the initiative on tasks, follow-through on assignments, being open minded to the supervision process, willing to seek assistance, being flexible, and having a cooperative and supportive attitude. Some of these items are some of the examples I overcame to my supervisors as being a supervisee which made my experience a successful one.

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 employee reported by nursing staff members utilizing an unprofessional demeanor, confrontational, provides poor communication and work performance in her role as a PCS working on the unit. Staff reports it's difficult to communicate with her during shift report, she does not perform shift rounds, and frequently leave

Katrina the first half of 2016 you were under the supervisor of a different supervisor who noted that you continue to maintain familiarity with policies, confidentiality, agency programs like CDS, In Home Services, ADC, RCF and outside resources, as well as systems such as PROD, FRED, Web tool and Case Compass. She also noted that you adhered to all policies and includes HIPPA forms into cases or you would explain why they could not be obtained. It was also noted that you effectively use your experience and knowledge to provide information and counsel to assist the reported adults, but also when working with MMAC, EDL, DSS and other agencies. Katrina your previous supervisor also stated that you have enthusiastically interacted with new co-workers

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

2. Formulation Summary: 6 currently due. Discharge Summary: 1 need to be completed by 4/25/2017. Michael was shown how to complete a discharge summary during supervision and was handed/email of a template to complete the discharge summary. He was also given the forms to complete the DMHAS/SATIS.

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.

Comment: Others trainings needed are: training on tools to make decisions, activation of backup personnel, what is EM Resource and how to have

The following paragraphs will analyze Case 21 in the book Supervision, managing for results (2013), written by John W. Newstrom. Case 21 relies on how to deal with experienced transferees. These employees were transferred from closing locations to my department. They have a great reputation and most have extensive experience on different departments within the company; however they have little or no experience on the tasks performed on the department they have been transferred to. The scenario provides that these employees are willing and cooperative to learn. Three questions are presented at the end of Case 21 which will be analyzed and answered throughout this paper in a written report format.

LEADERSHIP CRITIQUE This paper is a critique of preceptor leadership methods. I will describe my current preceptor’s leadership style, giving an example of an observed valuable leadership strategy and why I found it to be successful. Shadowed by an example of an observed unsuccessful leadership strategy, how I responded, and a recommended strategy for the situation described. Ending with the type of leader I aspire to be in the future and my final thought regarding leadership.

INTRODUCTION 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

Supervision and Leadership - Semester Research Paper Assignment How to deal with problem employees • INTRO You must introduce and define the topic in relationship to supervision Problem employees inevitably surface in most workplaces and sometimes employers need to counsel their employees and on occasions employers must discipline the employee. In an organization top-management often formulate the standards that supervisors must use when they have to deal with problem employees. A supervisor must have the skills required to organize, staff, lead, and control which includes the ability and talent required to deal with problem employees.