Art of Supervision in Social Care

G. Frye J.

Description

Cultured people skills in all walks of life are essential, being in possession of such qualities can deliver wondrous benefits, none more so in the helping professions. Whether in war torn environments, dealing with aggressive individuals or just caring for those who need, quite simply, CARE. People who care I am attracted to, their empathy, and emotional intelligence, combined with knowledge, experience and acquired skills, when combined, can be a positive force to be reckoned with. This book covers many of the inherent and learned qualities required to be an effective and influential human being across life's spectrum. Decision Making, Being Proactive, Communication Excellence, Adapting, Listening, Positive Mindset, Spatial Awareness etc., are all components of being an effective Supervisor and Leader both in and outside of the workplace. I hope you will enjoy this book, use it like a daily reference guide when executing your activities

Sujets

• Assertiveness

Informations

• Publié par: Austin Macauley Publishers
• Date de parution: 29 mars 2019
• Nombre de lectures: 0
• EAN13: 9781528951333
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

The Art of Supervision in Social Care
J. G. Frye
Austin Macauley Publishers
2019-03-29
The Art of Supervision in Social Care About the Author Dedication Copyright Information Introduction Chapter 1 The Purpose of Supervision Chapter 2 The Aims of Supervision Chapter 3 Why Supervisors Are Necessary Chapter 4 Who Can Supervise Chapter 5 Benefits of Supervision for Workers and Organisation Chapter 6 Roles and Responsibilities Chapter 7 Challenges of the Role Chapter 8 How Supervision Is Applied Chapter 9 Frequency and Duration Chapter 10 The Relationships Needed to Achieve Business Objectives The Front-Line Team: The Management: Chapter 11 Understanding the Organisation Chapter 12 Skills Necessary for Effective Supervision Chapter 13 The Support Structures Chapter 14 Classify Training and Development Needs Chapter 15 Mainstream Development Areas Chapter 16 The Activities Implemented Chapter 17 Work Prioritisation Chapter 18 Establishing Standards Chapter 19 Setting Key Performance Indicators Chapter 20 Monitoring Efficiency of Work Chapter 21 Managing Quality Chapter 22 Upholding Health and Safety Chapter 23 Risk Assessment Chapter 24 People Management Chapter 25 Tasks Relative to People Management Chapter 26 Managing Resources, Communication and Information Chapter 27 In Conclusion
About the Author
With a background in Performing Arts spanning 19 years, John stepped away from the spotlights and entered the commercial world, progressing rapidly to board level. It was during this milestone period that he applied his leadership and mentoring skills. Throughout his career, John loved writing. In 2004, John authored the Little Book of Self-Empowerment , and in 2009 he qualified as a Career Coach. In 2014, John realised that social care was becoming a growing concern in the NHS and undertook research to author a book in 2016 to highlight the attributes, leadership skills and supervision in delivering effective front-line social care.
Dedication
I dedicate this book to my late parents, Frances Ann Frye, ’95; and George Richard Jeffers, ’08, both of whom were illiterate but set an authentic life tone for me to live out my dreams with integrity, commitment and insatiable adventure.
Also, I must give a shout-out to my daughters, Kyla, Ashleigh and Georgia-Mae; my grandson, Kyle-Anthony; my sisters, Cathy and Monica; my brother, Clayton; and all those that have played a positive part in my life’s journey, you all know who you are…
Last but not least, I want to give thanks to my partner, Sonya, who has been a huge support for me since we met in Malta. Sending you my love, baby.
Copyright Information
Copyright © J. G. Frye (2019)
The right of J. G. Frye to be identified as author of this work has been asserted by him in accordance with section 77 and 78 of the Copyright, Designs and Patents Act 1988.
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior permission of the publishers.
Any person who commits any unauthorised act in relation to this publication may be liable to criminal prosecution and civil claims for damages.
A CIP catalogue record for this title is available from the British Library.
ISBN 9781788487948 (Paperback)
ISBN 9781788487955 (Hardback)
ISBN 9781788487962 (Kindle e-book)
ISBN 9781528951333 (ePub e-book)
www.austinmacauley.com
First Published (2019)
Austin Macauley Publishers Ltd
25 Canada Square
Canary Wharf
London
E14 5LQ
Introduction
Supervision is a highly valued managerial function that extols a variety of skills and attributes to positively affect the professional development of those being supervised and the reputation and success of the organisation. A supervisor will often be the very first point of contact for new starters that have been targeted to join an organisation. Consequently, your involvement in identifying and choosing a suitable resource is a particularly important duty.
A supervisor is often key in setting the strategic direction of the resource planning process; and in some cases, its design. It is the supervisor who is best placed to provide the necessary operational data that can highlight shortages in manpower, what control mechanisms are needed, operational skill sets, potential cost linked to any changes and additional information which will be required in the development of a cost-effective, information-rich, relevant, scalable resource programme.
The retrieval and exchange of information will be a constant partner in supervision. A supervisor will usually be researching, creating, planning, conveying and successively recording information; designed to improve the supervisory process life cycle. Managing how information is gathered, shared and recorded is also essential for effective supervision. A supervisor will and should be fully aware of the legislative requirements related to data protection and issues linked to confidentiality.
Targeted to manage and improve supervisee performance, a supervisor will implement an efficient and scalable performance management plan employing key performance indicators, geared to providing selected care workers with specific goals and objectives. This initiative will be allied with helping your carers to understand better how they relate to and can affect the overall success of the organisation. KPIs should continually be referred to, as they are very effective in helping the supervisor to facilitate the consolidation of shared values and the development of common organisational and operational goals.
A supervisor is an important member of management tier. The reliance on corporate and operational information is essential to proficiently execute the required supervisory duties. At the top of this information list is knowing what the strategic direction and goals for the organisation are. This will determine the parameters in which a supervisor can work and the resources, performance management tools, manpower and any budgetary constraints.
Principal HR policies relating to personnel, compliance, QA, risk assessment, health and safety, plus researched data on industry developments and legislative information must all be thoroughly understood to meet the high demands of good supervision.
Good supervision is supported acutely by the ability to communicate well and determine and apply the appropriate proven communication principles and techniques. Remember that the supervisor will be constantly called upon to give direction and guidance. How effective a supervisor is in driving ever forward the merits of supervision, rests almost entirely on how well they can communicate critical operation reliant information.
A supervisor will have to competently perform a range of roles at critical times, in the efficient management of their care workforce; and nearly all of them will involve communication in one form or another. As a result, understanding the obstacles to effective communication must be known and apprehended proactively through diligent preparation.
Understanding the many attributes of your team; their characters, personalities, abilities, their emotional high and low stress points, any potential external pressures that may affect performance, and being able to adapt successfully to them whilst demonstrating a flexible and open approach to communicating your understanding of the variable dynamics inherent within your team, will sit you comfortably high in your team’s estimation.
You will need to assert your authority, yet be able to promptly become their confidante during times of difficulty. Ensuring they know what they’re doing is on track, in terms of performance expectations, is wholly reliant on the information and direction you feedback to them, during one-to-one or group briefings. How much they absorb during these sessions will be heightened through your use and the implementation of active listening techniques.
Now let’s discover more about the supervisor’s role.
Chapter 1

The Purpose of Supervision
WHAT IS SUPERVISION? Supervision is an activity that involves the regular assessment and monitoring of another’s work. Supervision is a critical function in the workplace; even more so in the helping professions. Supervision is targeted to enable the supervisee to better understand their function within an enterprise, the learning of new skills and to grow both professionally and personally as an individual.
Effective supervision is very much a two-way process. The three Cs: Communication , Cooperation and Collaboration are key qualities that can and should be identified in supervision.
As a supervisor, establishing and nurturing a strong constructive relationship with your care worker or team, one that supports and delivers the wider organisation’s business and operational objectives, is paramount – if your supervisee fails to develop according to your plans or be operationally productive, you in turn will be evaluated in terms of your supervisory skill capabilities and effectiveness.
The appointment of supervisor will often be approved internally; commonly, the supervisory responsibility is given to a current member of the organisational workforce, someone who has clearly demonstrated the required attributes to meet this vital function.
They will be highly respected and have shown consistent leadership and know-how technically, administratively and well-versed in people management; from an existing department or service operation. Ultimately, supervision is there to offer direction, security, support and leadership and to deliver against the organisation’s business plan and vision.
Directing others at work can be an extremely difficult and variable task. The ‘people’ factor is the chief reason for this. When dealing with people, we are often dealing with the unknown – each day or indeed, each hour are rarely if ever the sam