Training Supervisor Assignment

CVS's retail pharmacy operations are functioning poorly and dissatisfying customers. Many customers are defecting as a result. A pharmacy service improvement team has documented the current prescription fulfillment process, its exception rates, and the problems generated by exceptions. The company must now decide how to change this process, and what information system changes to make in support of the redesigned process.

You contacted me on 09/03/2015 stating that the provider wanted to speak with a supervisor. You stated the reason she wanting to speak with a supervisor because she wanted someone that “could understand her”. I probed you asking if their was a language barrier or a question that you were not able to understand. You stated to me that you explain the denial and you understand her clear but she still asked to speak with someone else. I ask did she asked to speak to someone else or a supervisor and you replied a supervisor. I advise you that I would be reviewing the call and providing you with feedback.

I interviewed Tonya Brown on the telephone on 10/26/16 at 2pm. Tonya is the Supervisor and Coach of the NC Wraparound Program. She has been in this position for one year and supervises four employees.

On 07/31/2015, Pete Martinez, Social Services Program Supervisor for Internal Security (IS) received a phone call from SSPS Sally (Rene) Haga. SSPS Haga called to report that one of her Eligibility Workers (EW), Charles Butler, may have lent his security badge to his girlfriend to access a county building after work hours.

1. The transition from officer to supervisor is difficult and sometimes isolating. Discuss some issues that complicate the transition. I think some issues that complicate the transition is the fact that the officer had a personal relationship with his coworkers where they saw him as a peer. Due to that relationship, he previously acted and spoke without a filter. The officer now will have to deal with “things” from his past being brought up. Having more tenure officers passed by for the promotion also complicates the situation. Most people would imagine that an officer with more experience would be promoted first. However, they don’t stop to think that being a chief requires more than just experience.

The resources I chose to help people with workplace training was Canada Social Development Services and Canoshweb. Canada Social Services help inform citizens about workplace safety and tells them what they are allowed to do, depending on the problem. It also informs the user about the rights they have and what they can do to get some help if any of these are being violated. It also lets the worker know what they can say if any of their worker rights are being violated, furthermore this website expands on your rights, and what is safe to do and what is not safe to do and how you can tell if it is safe or not. Also it lets the user know what their duty as a worker is and what they can or cannot do.

Describe an example of your leadership experience in which you have positively influenced others , helped resolve disputes or contributed to group efforts over time.

In their infancy, my problem solving skills were limited to seeking out guidance and having others assist with resolving conflict. As a young sergeant, I remember allowing conflict to brew around me instead of confronting issues. This served no purpose, and caused the work environment and team morale to decline. During my three years at United States Central Command (USCENTCOM), I had multiple analytic and leadership disagreements with colleagues. I learned that through open discussion and communication a majority of conflicts could be resolved immediately. As a platoon sergeant, I handle conflict between soldiers, peers, and leadership regularly. I employ tact, patience, and understanding in order to help the involved parties to overcome their

The use of coaching by individuals and organizations has increased rapidly in last decade. As role of coaching is growing over the time, so has the need to find ways of assuring quality of the coaching services being provided. Coaching supervision is an essential part for continuous professional development of coaches. It’s the essential link between theory and coaching practice, the main source of assuring quality, to mitigate the risks may inherent in coaching. It can also help to increase the return on an investment in coaching and to provide evidence of that return.

The task supervisor assigned at the beginning of the semester is leaving the organization. I informed Ms. McCain of the situation. However, according to the field manual handbook, the task supervisor "... the preceptor may be from professional disciplines other than social work such as marriage and family counseling, psychology, occupational and recreational therapy, etc." At SelfRefind, currently no employee other than Beth, the employee supervisor and myself have a bachelors. However, SelfRefind is hiring for counselors positions. There is a chance a new counselor to be hired by the beginning of the semester next year. I wanted to let you know what is happening and to receive your feedback about options for a task supervisor.

The aim of this assignment is to identify and understand the teaching role, responsibilities and relationships in education and training in relation to the teaching cycle, by summarising codes of practice and legislation that relates to the roles and responsibilities of a trainer with an airfreight industry. Also, understanding the importance of Equality and Diversity and how this is vital to learners and teachers in meeting the needs of learners. Furthermore, to understand the trainers’ responsibilities in building and maintaining a safe learning environment, promoting appropriate behaviour and building respect for others. The assignment also aims to understand professional relationships between the trainer and other specialists involved in learning, through analysing boundaries between the teaching role and other professional roles. Finally, identifying and describing points of referral to satisfy potential needs of learners.

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 example is when a soldier is talking bad about an NCO and another soldier sticks up for the NCO not only because they can get into trouble for talking like that, but because it is the right thing to do. It helps build a unit and unites them and builds trust. Missing PT on Wednesday was a prime example of disloyalty. If I was punctual and made sure the alarm was set the night before, I wouldn’t have let the team down. It showed the unit that I couldn’t be trusted with the smallest of tasks, such as being on time. Had I been more disciplines, I would have been more aware of the fact that the alarm was not set.

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 &

Management is primarily in charge of scheduling and providing permission to damage ineligible return products, as well as loss prevention measures. Management is also responsible for delegating training to supervisors and for analyzing data for effective performance. While every team may make laborious errors in carrying out tasks, management can make technical errors, which may reach much further than those executed in labor. For example, should a manager forget to schedule enough flow team members, the volume of pieces open and ready for the sales floor can drop drastically, making the difference between 100% stock and 85% stock. Another issue that can occur is too much application of a uniform schedule, leading to shortages and