Supervising Staff and Fostering a
Positive Agency Culture
Class 5
July 30, 2010
A. Supervision
Managers face many challenges in dealing with different supervisory
aspects of the job
-deal with value conflicts and differing perspectives
-need to connect the requirements of one level of the organization to
those of another
-for new supervisors may need to give up old roles and expectations
1. Multiple roles include: coach, judge, explorer, warrior, treasure hunter,
media expert, and advocate
Coach/counselor: managers primary responsibility is to train staff to attain goals of the
organization
-gives feed back to staff
-encourages them to devise their own plans for improvement
-supports growth
-conveys a combination of genuine concern for the employee AND
the expectation that tasks will be accomplished
Judge:
evaluates performance of staff
-may be called upon to resolve differences
-may need to make painful, difficult decisons
Explorer:
Engages staff as partners in searching for solutions to problems
Competitor:
Seeks higher performance levels
-coaxes staff to achieve in face of obstacles
Treasure hunter:
Ever mindful that generating resources is of great importance
Public Relations Ambassador: Obtains support of the public for programs
Must be knowledgeable about ways to communicate
messages and information
Advocate:
may need to advocate for change for the agency and for
various populations that the agency serves
2. Handling Multiple Roles
-need to understand these roles and when they are being evoked
-assess strengths and weaknesses regarding various roles
-obtain training or mentorship
-important to support supervisors who work directly with clients
3. Delegating Assignments
-managing is the art of getting things done through people
-delegating is the process of giving staff assignments to complete
-takes considerable planning
-supervisors and staff may resist delegation
*select the right people
*ensure that assignments are fair and realistic
*distinguish between delegating and dumptin
*make assignments clear
*give staff a voice in the assignment
*convey that staff should consider solutions before coming to you
*recognize the fine line between no interference and lack of guidance
4. Applying Motivational Theory to Improve Staff Performance
Maslow’s Need Hierarchy
McGregor’s Theory X and Theory Y
McClelland’s Need for Achievement Theory
Vroom’s Expectancy Theory
Herzberg’s Hygiene-Motivator Theory
•Expect staff to be motivated to do a good job
*Staff are more likely to be motivated when goals are meaningful
*Staff respond to clear expectations
*Staff are motivated in individual and unique ways
5. Elements of Good Supervision
- Enhance the supervisory relationship
-Provide constructive criticism
-Avoid common supervision mistakes
-Convey clear expectations
Management by expectations is a two-way street!
Questions for Discussion:
1. You have just received word from top management that because of managed care
you must reduce staff counseling time. The agency does not have sufficient funding
to continue providing sessions beyond a number specified by managed care. How
would you work with staff to reduce average client sessions from 20 to 6?
2. Your agency has been faced with a 25% reduction in funding and the likelihood that
20% of staff must be laid off. Should staff be involved in determining criteria for
who stays and who goes? What actions, if any could staff take to soften the layoffs?
3. How would you handle a resistant staff member who did not want to take on an
assignment? Which motivational theory or theories would you apply?
B. Humanizing the Organization
** Creating a positive agency culture leads to positive staff performance
-key values include: ownership
higher purpose
emotional bonding
trust
pride in one’s work
-effective managers:
**play an important role in managing staff stress
distinguish between positive stress and
stress that overwhelms
**foster diversity within the organization
**Address complacency in the workplace
Questions for Discussion:
1. Are there discrepancies between your organization’s expressed values and
actual policies?
2. What does your organization and your manager to do help staff deal with stress?