Overview

""This book is well-written, well-organized, and presented in a rational and systematic manner. The subject matter of the book is well-grounded in theory and a superb analysis of the literature is presented. The literature review is comprehensive, well-integrated, and provides a substantive synthesis of a voluminous body of published material. It makes important contributions to professional supervision practice and research in human service organizations."" -Roosevelt Wright, Jr., Ph.D., University of Oklahoma ""Graduate students, upper level undergraduate students, and college-educated practitioners would find this text both accessible and interesting. The discussion questions at the ends of the chapters are very helpful in further allowing immediate application of the ideas that were presented. It is a well-designed and well-written text."" -Miriam Johnson, University of South Carolina 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. Chapter authors are authorities in their respective areas of practice and have shaped their chapters around this framework. The editors have divided the experientially focused chapters into sections that feature the collaborative and interactional nature of supervision, the managerial nature of the supervisory role, the analytic nature of supervisory practice, and the unique practice settings that affect the nature of supervision. The chapters include case vignettes and discussion questions. This book is ideally suited as an essential core text for graduate and undergraduate students of social work and counseling, as well as a much-needed reference for human services supervisors and practitioners.

Full Product Details

Author:   Michael J. Austin ,  Karen M. Hopkins
Publisher:   SAGE Publications Inc
Imprint:   SAGE Publications Inc
Dimensions:   Width: 17.70cm , Height: 2.50cm , Length: 25.40cm
Weight:   0.650kg
ISBN:  

9780761926283

ISBN 10:   0761926283
Pages:   376
Publication Date:   11 May 2004
Audience:   General/trade ,  Professional and scholarly ,  College/higher education ,  General ,  Professional & Vocational
Format:   Paperback
Publisher's Status:   Active
Availability:   Manufactured on demand  
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Table of Contents

Preface - Michael J. Austin and Karen M. Hopkins Part I: Introduction 1. The Changing Nature of Human Services and Supervision - Karen M. Hopkins and Michael J. Austin 2. Defining the Learning Organization - Michael J. Austin and Karen M. Hopkins Part II: Interactional Nature of Supervision in a Learning Organization 3. Supervisory Relationships - Tamara L. Kaiser 4. Effective Interpersonal and Critical Thinking Skills - Kathleen Holtz Deal 5. Culturally Competent Practice - Anna McPhatter 6. The Collaborative Practice of Workplace Teams - Diane Vinokur-Kaplan and Patricia Miller 7. Clinical Supervision in a Learning Organization - Carol S. Cohen 8. The Evolution of Protocol-Based Supervisory Practice - Carlton E. Munson 9. Ethical Decisions and Risk Management - Frederic G. Reamer 10. Modeling Professionalism and Supervising Interns - Carolyn Knight Part III: Managerial Nature of Supervision in a Learning Organization 11. Promoting a Learning Culture - Lena T. Rodriguez 12. The Managerial Roles of the Supervisor - David Menefee 13. The Supervisor as Transformational Leader - Tom Packard 14. Supervisory Leadership as Risk-Taking and Experimentation - Burton E. Cohen 15. Creating a CultureThat Supports the Development of Staff - Mark Krueger, Michael J. Austin, and Karen M. Hopkins 16. Transferring Learning into New Organizational Processes - Rebecca Proehl 17. Facilitating Learning Through Assessing Performance Goals - Jean Kantambu Latting and Mary Beck 18. Coaching Employees with Performance Problems - Karen M. Hopkins and Michael J. Austin Part IV: Analytic Nature of Supervision in a Learning Organization 19. Developing an Agency Policy on Supervision - Barbara J. Meddin 20. Collecting and Using Data for Organizational Leadership - David Cherin 21. Environmental Scanning and Nonprofit Human Service Organizations - Kyle Farmbry 22. Scanning for Best Practices - Angela Bies 23. Charting the Course for Future Research on Supervision - Ming-sum Tsui Part V: Supervision in Different Fields of Practice 24. The Supervisor in Aging Services - Connie Saltz Corley, Jeanette Takamura, and Elbert Siegel 25. The Supervisor in Child Welfare - Kathleen C. Faller, William Meezan, Michelle Marie Mendez, John Tropman, Frank Vandervort, and Deborah Willis 26. The Boundary Spanning Approach to Supervising Health and Mental Health Service Staff - Toba Schwaber Kerson 27. Supervising and Collaborating to End Poverty in Welfare to Work Programs - Brenda Solomon Index About the Editors, About the Contributors

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Author Information

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.

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