1California State University, Chico School of Social Work Master of Social Work Program Spring 2006 SWRK 652: Supervision, Program Development, Administration 3.0 units Section 01 Section 02 Instructors: Patty Hunter, MSW, LCSW Vicki Tullius, MSW, LCSW Time: Thursday 12:30-3:20pm Thursday 12:30PM–3:20 PM Classroom: Butte 327 Tehama 134 Office Location: Butte 529 Butte 707E Office Telephone: 898-5875 342-2558 or 514-6090 (cell) EMail: [email protected] [email protected] Office Hours: Thursday 10am-12pm Thursday 11am-12pm; 3:30-4:30pm I. COURSE DESCRIPTION SWRK 652 Supervision, Program Development, Administration Prerequisites: Completion of the foundation year and concurrent enrollment in SWRK 653, 654 or 655, 658. This course provides an introduction and overview of the methodologies for supervision, consultation, management, administration and planning within social service settings. Topics such as leadership, decision-making, conflict resolution, fiscal management, fundraising, legal issues, program and staff development are functions of the supervisory and administrative role that are covered during the course. II. PURPOSE OF THE COURSE The purpose of this course is to provide students with an overview of supervision, program development and administration as conceptualized and recommended for social work practitioners. The course presents the field specialties in the context of their development within the social work profession. Emphasis is placed on the historical development of these specialties and their utilization in human service organizations for delivery of human services. It also provides students with an overview of the trends in social work (i.e., shifts in theories, policies and research) that have influenced the development of organizational effectiveness frameworks, including management and administration of organizations and the vital roles, functions, and characteristics of supervision, program development, and administration. III. MAJOR COURSE CONENT OUTLINE A. Introduction and Overview of Leader vs. Manager B. Introduction to Supervision, Program Development and Administration Background Conceptions. Definitions of Clinical Supervision. Research Studies 2. Functions and Perspectives of Supervision, Program Development and Administration 3. Style of Supervision. 4. Characteristics of Supervisors. 5. Avoiding Supervision as Treatment 6. Factors That Need To Be Considered With Becoming A Clinical Supervisor.2C. The Historical Development of Social Work Supervision 1. Earliest Conceptions of Casework Practice and Charity Organization Societies 2. The Influential Trends From 1920’s – 1990’s 3. The Future of Supervision, Administration, and Program Development 4. Supervision Issues D. Social Worker as Manager 1. What is Management? The Functions of Management 2. Management as Both a Science and as an Art 3. Management Ethics 4. Avoiding Misconceptions about Management 5. The task Environment 6. Comparing Human Service Organizations and Business 7. Is a Management Career Right for Me? E. Supervision in Different Settings and in Unique Situations 1. Medical, Geriatric and Gerontology, Criminal Justice, Rural Practice, Substance Abuse Treatment Settings, Domestic Violence Programs, Child and Adolescent Therapy 2. Culturally Sensitive Practice 3. People with Disabilities 4. Practitioners who are in Therapy 5. Family Therapy Supervision. Family of Origin Material in Supervision 6. Co-therapist Activity 7. Consultation 8. Gender in Supervision 9. The Partnership Model of Feminist Supervision 10. Ergonomics F. Supervision Styles and Practitioner’s Reactions to Supervisor Styles 1. Observing and Applying Styles. Style as a Resource and as a Concept 2. Supervisor Styles and Theoretical Orientation 3. Supervisee Expectations 4. Interactional Expectations 5. Integrating Supervisor Styles and Supervisee Reactions G. Technique in Supervision and The Role of Authority and Structure 1. Educational Assessment 2. Case Material and Case Presentations 3. Level of Knowing and Technique 4. Continuity 5. Unifying Assessment, Diagnosis, Treatment Planning, and Outcome Measurement as Supervisory Technique 6. Overcoming Difficulty 7. Technical Difficulty 8. Contracting 9. Supervisor Resistance 10. Authority and Organization. Structure of Authority 11. Age and Authority 12. Autonomy313. Group Supervision H. The Functions of Management: Influencing by Planning and Organizing Work Activities 1. Planning, Mission, Goals, Objectives, Strategies, Policies, Procedures, Budgets 2. Types of Planning that Occur within Human Service Organizations 3. Ways of Organizing 4. The Departmentation Menu. Combining Two or More Methods of Departmentation 5. Delegation as a Way of Organizing I. Creating and Managing Staff Diversity 1. Issues that Affect Hiring 2. The Staff Menu 3. Creating a Mix of Staff Types 4. Diversity in the Workplace 5. Discrimination Issues J. Values and Ethics 1. Values, Knowledge and Ethics 2. Role of NASW Code of Ethics 3. Violations of Values and Ethics K. Evaluation of Practice 1. Evaluation of Learning. Practice Errors. Follow-up Evaluation 2. Criticism of Clinical Material. Reactions to Criticism 3. Evaluation and Self-Assessment. Record Keeping 4. Administrative Evaluation 5. Staff Performance Evaluations 6. Promotions, Progressive Discipline, and Termination L. Stress Reaction 1. Research on Stress Among Social Workers, Students and Supervisors 2. The Role of Support. General Principles and Contributing Factors 3. Dealing with Stress. The Supervisor’s Role. 4. Stress and Idealism 5. Sources of Stress and the Manager M. Administrative Activities 1. Practice Protocols 2. Record Keeping 3. Legal Issues a. Risk Management b. Duty to Warn c. Violence and Safety d. Credential and Examinations e. Dealing with the Administrator and Administrative Transitions f. Supervision Questionnaire N. Promoting Work Performance Through Motivation and Controlling Staff Behavior 1. Theories of Motivation: Maslow, Herzberg and McClelland42. Other Factors that Effect Motivation 3. Supporting Staff Through Supervision and Continuing Education 4. The Elements of Control a. The Control Menu: Training, Information, Advice, Directives, Negative Sanctions and Loyalties b. Staff Idealism,