I have worked for a non-profit agency for approximately 4 years. The agency is funded by the state of Ohio under the Department of Children and Families. In 2012, the agency was expanded and now consists of approximately 55 employees. Employees range from an Executive Director, seven Supervisors, and other support staff. Prior to 2012 the agency served only up to 200 children and families and the expansion created no cap to referrals that now average upwards of 600 children. With this expansion came many new employees and supervisory changes to the agency. At this point I had already been with the agency under one supervisor and had flourished. I quickly became a leader at the agency and mentored many of the newer staff members. During this time I held two different positions as I had been promoted under the same supervisor. Supervision was consistent; once per week and my supervisor also made himself available as needed. My supervisor was supportive, understanding, promoted my growth in the field as well as in the workplace. In addition my supervisor was pivotal in me choosing to continue my education and was extremely flexible with my work schedule when needed. Due to the changes happening within my agency I was told I would be under a new supervisor. My performance was such that the upper level management felt I would be needed under one of the new supervisors. For the past two years I have now been working with one of the new supervisors. The role is unique in that I am now the only supervisee as opposed to one of ten under my previous supervisor. My role is such that I am stationed in a different office which has made me feel isolated as I am no longer part of team and my supervisor has not been supportive in th... ... middle of paper ... ...gement, 42(2), 223-238. Furman, R., & Gibelman, M. (2013). Navigating Human Service Organizations. (3rd Ed.). Chicago, IL: Lyceum Books. Netting, F.E., Kettner, P.M., & McMurtry, S.L. (2008). Social Work Macro Practice, 2-34. (4th Ed.). Boston, MA: Pearson/Allyn & Bacon. Priesemuth, M. (2013). Stand Up and Speak: Employees’ Prosocial Reactions to Observed Abusive Supervision. Business & Society, 52(4), 649-665. Tepper, B. J. (2007). Abusive Supervision in Work Organizations: Review, Synthesis, and Research Agenda. Journal of Management, 33(3), 261-289. Weinbach, R.W. (2008). The Social Worker as Manager: A Practical Guide to Success, 252-277. Boston, MA: Pearson. Zhang, H., Kwan, H.K., Zhang, X., & Wu, L.Z. (2014). High Core Self-Evaluators Maintain Creativity: A Motivational Model of Abusive Supervision. Journal of Management, 40(4), 1151-1174.
Morales, A., Sheafor, B. W., & Scott, M. E. (2012). Social work: a profession of many faces. (12th ed.). Boston: Allyn & Bacon.
Thompson, N (2005) Understanding Social Work: Preparing for Practice, Palgrave, MacMillan (Second Edition) Hampshire (Supplementary Course Reader)
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A few months ago while eating at Skylight Restaurant in Tumon, I witnessed a supervisor displaying incivility in the workplace. One of the workers handling the crepe section of the buffet was taking a great amount of time making crepes, which garnered a long line of customers. The supervisor saw this and started scolding the worker right in front of the customers and other workers around the
Supervisors such as these promote themselves through visible short-range demonstrations of accomplishments, but are unconcerned with staff development or morale (Reed, 2004, p. 67). Toxic leaders affect the atmosphere of an agency by creating a demotivational environment while attendin...
Social workers are well-versed, resourceful, and upbeat in responding to developing organizational, community and societal contexts at all levels of practice. Social workers distinguish that the framework of practice is vigorous, and use knowledge and skill to respond proactively. In generalist training, social workers practice at whatever level is required with whatever style system, depending on the complications and powers in focus as considered from an ecological-systems perspective. The generalist may be working at a particular practice level at a given time or with more than one level simultaneously or sequentially.
Out of that batch, the noodle is by far the worst” and she even claimed that Sandberg was being too kind when he qualified managers’ behavior as mere kindness (Cullen, 2008). She proclaimed that employers who shy away from their responsibilities to provide constructive feedback to their employees aren’t courageous enough to do so, so they tend to delay dealing with unpleasant tasks, they prioritize “other business goals over staff management” and they shift the responsibilities to deal with an employee to someone else (Cullen, 2008). She recounts one episode with a manager who waited for years to tell her what she did wrong in the first months of her employment with that company. His belated remarks left her perplexed. She ended her article by urging managers to provide constructive feedback in order for everyone to
Supervisors play a vital role in prevention perhaps the most logical improvement for violence in the workplace would be to sit down with the employee in a one on one meeting. In this meeting the supervisor should:
Fast, N., & Chen, S. (2009). When the boss feels inadequate: power, incompetence, and aggression. Psychological Science, 20(11), 1406-1413. doi:10.1111/j.1467-9280.2009.02452.x
This can be either direct or indirect. (Parsons, 85) Once the managerial body identifies the impact, the allegation can bring to its level of productivity. Healthy changes in terms of performance must be amended to revive the previous strength seen by the customers. Thus, employees will be pressured to perform more in order to shadow the allegation over. As a result, this may lower the morale of the employees eventually leading to poor and low level of production. The moral theory can be justified from Florida state university survey of supervisory treatment at work. For instance, 39% of 700 employees involved in the study showed that supervisors broke the promises each the amount of work done during a specified time; amount paid as per the work done was
Wilson, K. et. al., 2011. Social Work ' Introduction to Contemporary Practice'. 2nd ed. Essex, England.: Pearson Education Ltd .
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Namie, Ph.D., Gary, and Ruth Namie, Ph.D. The Bully at Work: What You Can Do to Stop the Hurt and Reclaim Your Dignity On the Job. First Edition. Naperville: Sourcebooks, Inc., 2000. 274-275. Print.
I have been working with the Undergraduate & Alumni Career Services with the Krannert Professional Development Center. Last semester, my supervisor was Maureen Huffer Landis. However, since she left in January, I have been supervised by Jessica Chapman.
Bullying is everywhere and everyday among students and teachers, wage workers and managers, and families. It involves actions toward another person that are repeated and unwelcomed which are perceived as negative (Geller, 2014). The behavior that people reflect might be intentional or unintentional, and the outcome includes the possibility of posttraumatic stress and suicide, and people perceiving the message feel the inability to defend themselves (Geller, 2014). As an illustration, behavior from a manager, supervisor, line leader, coach, or guardian can be considered as bullying even though the intention to distress or harm was unintentional (Geller, 2014). The workplace bullying not only affects the employee productivity, but it also affects the company’s bottom line (Denise, n.d). Victims of such intimidations silenced believing there must be something wrong with them, they are not good enough, or they must work harder to win their supervisor’s approval (Pomeroy, 2013). The verbal abuse, offensive conduct, humiliating or intimidating, work interference, sabotage prevents victims from getting their work done (Pomeroy, 2013). It causes many businesses the loss of time, loss of productivity, and loss of valuable employees, but the victims leave with low morale and a bad experience (Pomeroy, 2013).