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It is vital that social work managers and leaders are able to deliver and manage effective supervision to their teams. Recent social work reports such as the Munro Review into Child Protection (2011) identified poor supervision as a barrier to good and effective social work practice and highlighted the need for quality supervision to become embedded within departments. This book demonstrates how both managers and their staff can engage with supervision with a view to successful outcomes. There are detailed sections on audit tasks and reflection questions to enable readers to increase awareness…mehr
It is vital that social work managers and leaders are able to deliver and manage effective supervision to their teams. Recent social work reports such as the Munro Review into Child Protection (2011) identified poor supervision as a barrier to good and effective social work practice and highlighted the need for quality supervision to become embedded within departments. This book demonstrates how both managers and their staff can engage with supervision with a view to successful outcomes. There are detailed sections on audit tasks and reflection questions to enable readers to increase awareness of their role as well as develop action plans for improvement in their practice.
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Autorenporträt
Kate Howe is a senior lecturer in social work at Bournemouth University and has worked and managed teams in social work and voluntary sector. Her research interests include the progression of BME groups in social work education. Ivan Gray holds professional and academic qualifications in social work and management and specialises in management development. He is programme leader for the BA in Health and Social Care Management and MA in Leading and Developing Services at Bournemouth University.
Inhaltsangabe
PART ONE: FUNDAMENTAL CONCEPTS Essential Principles and First Steps Strategies in Supervision Power and Leadership in Supervision PART TWO: RELATIONAL ASPECTS The Management and Leadership of 'Self' in Supervision The Supervisory Relationship Working with Difficulties in Supervision PART THREE: THE ORGANISATIONAL CONTEXT Developing a Learning Culture Developing Supervision Practice
PART ONE: FUNDAMENTAL CONCEPTS Essential Principles and First Steps Strategies in Supervision Power and Leadership in Supervision PART TWO: RELATIONAL ASPECTS The Management and Leadership of 'Self' in Supervision The Supervisory Relationship Working with Difficulties in Supervision PART THREE: THE ORGANISATIONAL CONTEXT Developing a Learning Culture Developing Supervision Practice
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