Supervision in Social Work Flashcards

1
Q

Administrative Supervision

A

Supervision function concerned with providing the work structure and agency resources workers need to perform their jobs effectively

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2
Q

In-Service Training

A

Planned, formal training provided to a group of agency personnel with the same job classification or the same job responsibilities and designed to meet their general educational needs. The generic content is useful for all the members of the group but is specifically relevant to none of them

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3
Q

Quality Circles

A

Participatory management approach in which a group of workers at an agency or elsewhere voluntarily meets to identify, study, and solve work-related problems. Representatives of the quality circle then present their solutions to management

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4
Q

Vicarious Liability

A

The legal principle that civil liability may extend to a defendant’s employer, supervisor, etc. A client who sues a social worker for malpractice may include the worker’s agency and/or supervisor as co-defendants. In other words, by delegating tasks, a supervisor shares some of his authority with a supervisee who may be empowered to make decisions and take action when doing an assigned task. The supervisor, however, retains ultimate responsibility for the work he assigns and delegates (i.e., If the work is performed incompetently, the supervisor is responsible for having delegated it to a worker who was not competent to perform it)

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5
Q

Coercive Power

A

A source of power for supervisors and other leaders involving the ability to control tangible punishments (demotion, poor performance rating, etc.) and psychic punishments (criticism, disapproval)

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6
Q

Initiating Structure (Leadership)

A

A dimension of leadership behavior that refers to the extent to which a leader defines, directs, and structures his own role and the roles of subordinates. Leaders high in initiating structure are task-oriented and concerned with the instrumental aspects of the job. Leaders who communicate both high performance expectations (instrumental) and support (expressive) are likely to have the most effective work groups. See also consideration

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7
Q

Referent Power

A

A source of power for supervisors and other leaders that derives from a subordinate’s identification with the leader and eagerness to be like him and liked by him. See also bases of social power

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8
Q

Educational Supervision

A

Supervision function concerned with providing the training that enables workers to achieve their objectives and the skills that prepare them to perform their jobs effectively and to function more autonomously

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9
Q

Live Supervision

A

Supervision procedure in which a supervisor observes an interview in real time and is able to give the worker immediate feedback. The supervisor may sit in on the interview or watch it through a one-way mirror or video camera pickup. Traditional live supervision formats include ‘knock-on-the-door’ supervision and ‘bug-in-the-eye’ (BITE) supervision, rely more on computer technology

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10
Q

Sanctions (By Supervisors)

A

Corrective action by supervisors in response to worker noncompliance, from least to most severe, include discussion with the worker, warning, verbal reprimand, written reprimand placed in the worker’s file, lower-than-usual evaluation rating, suspension for a limited period, demotion, and dismissal. Guidelines for taking action include the following: (a) The goal should be preventative and corrective, not punitive. (b) The supervisor should respond in a timely way the first time a worker chooses to be noncompliant. (c) The supervisor should discuss in private any behavior that calls for a reprimand. (d) When delivering a reprimand, the supervisor should be impersonal, consistent, specific, and factual. (e) The supervisor should communicate concern for the worker, listen to the worker’s explanation, and convey a desire to help the worker improve or change

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11
Q

Expert Power

A

A source of power for supervisors and other leaders that exists when the leader has special knowledge and skills that his subordinates need. See also bases of social power

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12
Q

Management By Objectives (MBO, Supervision)

A

Participatory management approach in which a supervisor and worker jointly establish precise, measurable objectives and a time frame for achieving them; monitor work toward the objectives; ad then evaluate performance by determining the extent to which the worker achieved the objectives

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13
Q

Staff Development

A

The procedures used by an agency to improve the job-related knowledge, skills, and attitudes of its staff. In-service training and educational supervision are examples of staff development procedures

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14
Q

Compliance

A

Occurs when a person changes his behavior in order to obtain a reward or avoid a punishment. Compliance is public and does not involve a private change in opinions or attitudes. Reward and coercive power tend to produce compliance and a change in behavior, particularly when a person knows he is being observed. See also bases of social power; identification (social influence); and internalization

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15
Q

Internalization

A

Occurs when a person changes his behavior because he actually (privately) accepts the beliefs, attitudes, or behaviors of another person. Expert, legitimate, and informational power are most likely to result in internalization. See also bases of social power; compliance; and identification (social influence)

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16
Q

Respondeat Superior Doctrine

A

The legal liability of supervisors (or other employers) for the job-related actions of their supervisees (or other employers) for the job-related actions of their supervisees ( or employees). When a worker engages in a practice that harms a client, the worker’s supervisor can be held liable along with the worker

17
Q

Consideration (Leadership)

A

A dimension of leadership behavior that refers to the amount of warmth, concern, rapport, and support displayed by the leader. Leaders high in consideration are person-oriented and concerned with the expressive aspects of the job. Leaders who communicate both support (expressive) and high performance expectations (instrumental) are likely to have the most effective work groups

18
Q

Legitimate/Positional Power

A

A source of power that automatically stems from the authority associated with a leadership position (such as supervisor) and does not depend on the person holding the position. See also bases of social power

19
Q

Reward Power

A

A source of power for supervisors and other leaders involving the ability to control tangible rewards (raises, work assignments, etc.) and psychic rewards (e.g., praise). See also bases of social power

20
Q

Formal Power

A

Power that stems from the position a person holds and the authority delegated to that position. Formal power is acquired automatically when a person assumes a position of leadership

21
Q

Parallel Process (A.K.A. reflection process)

A

Phenomenon in supervisory interactions in which a worker unconsciously reenacts certain client behavior in an effort to understand it better and get help from the supervisor in dealing with it

22
Q

Supportive Supervision

A

Supervision function concerned with providing the psychological and interpersonal resources that enable workers to function effectively on an emotional level

23
Q

Functional Power

A

Power that depends on the person holding the leadership position. Functional power must be earned

24
Q

Peer Group Supervision

A

Supervision approach in which a group of workers at an agency meets regularly without a leader to review cases and treatment approaches and share expertise. The workers take responsibility for their own and each other’s professional development and for maintaining standards of agency service

25
Q

Team Service Delivery

A

Participatory management approach in which a team of workers is given responsibility for performing the primary tasks of supervision. The supervisor is just another member of the team, but has somewhat higher status - he acts as consultant, coordinator, and resource person and, when necessary, as a team leader. The group is authorized to make decisions but final decisions must be approved by the supervisor