This paper studies an example of a problem common in social work supervision, that of a new supervisor both confronted with and causing substantial change within a family services agency. The case involves a recent M.S.W. graduate with little actual managerial experience, hired to fill a newly created mid-level position in a growing foster care organization. She was given supervision over experienced caseworkers who were already reluctant to deal with the many changes necessitated by the rapid growth and increased professionalism on all levels of the organization. One of her supervisees had recently reentered the work force after a long absence and was particularly resentful of her new supervisor's attempts at managing her work. Like many first-time bosses, the new recruit faced the difficult task of learning how to supervise this employee while she was in the middle of creating her job. Her case provides an interesting opportunity to examine a number of significant supervisory issues, especially as they relate to the unique world of human service agencies. It also offers some possible solutions to the problem of forging effective supervisor-supervisee relationships.
Alfred Kadushin defines the social work supervisor:
[He or she is] an agency administrative-staff member to whom authority is delegated to direct, coordinate, enhance, and evaluate the on-the-job performance of the supervisees for whose work he is held accountable . . . The supervisor's ultimate objective is to deliver to agency clients the best possible service, both quantitatively and qualitatively, in accordance with agency policies and procedures (1992, pp. 22-23).
Helen S. is a new supervisor in a small social service organization dealing with foster care. The organization works with clients living in a suburban county outside a large metropolitan city in the Northeast. The organization, though relatively small, has grown considerably in the last t...