Supervision as Collaboration in the Human Services: Building a Learning Culture

Front Cover
Michael J. Austin, Karen Hopkins
SAGE, Mar 23, 2004 - Psychology - 362 pages

Supervision as Collaboration in the Human Services: Building a Learning Culture integrates the latest thinking in the human services to provide supervisors and those preparing to become supervisors with a new approach to the important skills and knowledge needed for effective practice in the 21st century. While it builds upon past efforts to define the principles and practices of supervision in the human services, it seeks to chart new territory that reflects the changing nature of organizational life. Supervision as Collaboration in the Human Services uses a framework that features the key aspects of a learning culture, the process of organizational learning, and the roles that supervisors can play in transforming traditional human service organizations into learning organizations.

 

Selected pages

Contents

Defining the Learning Organization
11
THE INTERACTIONAL NATURE OF SUPERVISION IN
19
Effective Interpersonal and Critical Thinking Skills 35
35
Culturally Competent Practice
47
The Collaborative Practice of Workplace Teams
59
Clinical Supervision in a Learning Organization
71
The Evolution of ProtocolBased Supervisory Practice
85
Ethical Decisions and Risk Management
97
Facilitating Learning Through Assessing Performance Goals
201
Coaching Employees With Performance Problems
215
THE ANALYTIC NATURE OF SUPERVISION IN A LEARNING ORGANIZATION
227
Collecting and Using Data for Organizational Learning
240
Environmental Scanning for Nonprofit Human Service Organizations
252
Scanning for Best Practices
261
Charting the Course of Future Research on Supervision
272
SUPERVISION IN DIFFERENT FIELDS OF PRACTICE
281

Modeling Professionalism and Supervising Interns
110
THE MANAGERIAL NATURE OF SUPERVISION IN
125
The Managerial Roles of the Supervisor
137
The Supervisor as Transformational Leader
151
Supervisory Leadership as Risk Taking and Experimentation
164
Creating a Culture That Supports the Development of Staff
176
Transferring Learning Into New Organizational Processes
187
The Supervisor in Child Welfare
294
The BoundarySpanning Approach to Supervising Health and Mental Health
310
The Supervisor in WelfaretoWork Programs
323
Index
335
About the Editors
355
Copyright

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Supervision as Collaboration in the Human Services: Building a Learning Culture
Michael J. Austin,Karen M. Hopkins
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ability action activities Administration approach assessment behavior best practices caseworkers challenges chapter child welfare Clinical Supervisor coaching context cooperative inquiry create culturally competent decision discussion effective employees engage environment environmental scanning ethical evaluation example experience facilitate feedback focus foster front-line goals Harvard Business School human service agencies human service organizations identify implementation improve individual innovations interaction intervention involved issues Journal knowledge leader leadership learning culture learning organization managed care meet ment mental health older adults organization's organizational learning outcomes participants performance practitioners problems professional promote psychotherapy requires responsibility role scanning service delivery shared skills social workers staff members strategies super supervisees supervision supervisors need supervisory practice supervisory relationship systems thinking tasks Thousand Oaks tion transactional leadership transformational leadership understanding unit welfare-to-work York

References to this book

About the author (2004)

Michael J. Austin (Ph.D., Social Work; MSPH, Public Health, University of Pittsburgh) is Milton and Florence Krenz Mack Distinguished Professor of Nonprofit Management at the University of California, Berkeley, where the teaches a wide range of courses, including Assessing the Dynamics of Communities, Groups and Organizations, Management Practice, Research Resources, and Assessing Nonprofit Organizations. His research interests are nonprofit management and planning, organizational change, and policy implementation. He is the author or co-author of a wide range of books and journal articles. Karen Hopkins is an Associate Professor at the Graduate School of Social Work, University of Maryland, Baltimore, and served as Co-Chair of the Management and Community Organization Concentration for 11 years. She has worked as a consultant and organizational/program evaluator for 17 years at the state and national levels with multiple nonprofit and public agencies related to supervision/management practices and outcomes, workforce development and retention, organizational learning and capacity building, and work–life integration. She is a National Peer Reviewer for the Standards of Excellence Institute, Board Member for the Society for Social Work and Research, and Associate Editor for the Human Service Organizations: Management, Leadership, & Governance (formerly Administration in Social Work) journal. She received a PhD from the University of Chicago, MSW from the University of Pittsburgh, and a BS from the Pennsylvania State University.

Bibliographic information

TitleSupervision as Collaboration in the Human Services: Building a Learning Culture
EditorsMichael J. Austin, Karen Hopkins
Editionillustrated
PublisherSAGE, 2004
ISBN0761926283, 9780761926283
Length362 pages
Subjects › 

Psychology / Education & Training
Social Science / Human Services
Social Science / Social Work
  
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