Western New Mexico University
School of Social Work
Social Work Administration and Supervision
SWK 610
(3.0 credit hours)
Spring 2011
Professor: Sam Terrazas, Phd, LCSW
Office: Virtual By appointment
Virtual Office Hours: Monday 3:00pm -6:00pm
Email: terrazass2@wnmu.edu
COURSE DESCRIPTION
Applies theories and methods of social work management, leadership, and supervision in rural settings
with examination of border areas. Dynamics of public organizations, human resource management,
management of funds, organizational structure, and change are discussed. Covers cultural diversity
issues in the context of rural areas with concerns for the role of dynamic administration and
supervision. Prerequisites: Admission to the M.S.W. Program, SWK 501, 510, 511, 520, 521, 522,
530, 540, 581, and 582.
INSTRUCTIONAL METHODOLOGY
On-line, written assignments.
COURSE RATIONALE:
This advanced course prepares students for assuming leadership roles in human service and social
change delivery systems. Social work managers, coordinators, supervisors, and community
practitioners need a working knowledge of contemporary management practices and leadership skills.
It is critical that leaders in the human services develop an effective style of leadership and acquire the
competence and skills necessary to assist in the management of human services and social change
organizations.
COURSE GOALS:
1. Articulate principles of organization, administration, and strategic planning and community
change tactics that promote social and economic justice, combat discrimination and oppression,
and increase access to resources (EPAS 2.1.5; 2.1.8). Content: (a) social problem identification
and problem-solving strategies, (b) definition and types of planning, (c) strategic planning and
management, (d) program design and development, (e) developing action plans, (f) meeting
strategies, (g) community assessment protocols and (h) community interface strategies
2. Identify sound management practices related to personnel, resource allocation, information
technology, and decision-making that is based on scientific analysis, synthesis of empirical
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data, evaluation outcomes, and other information (EPAS 2.1.6; 2.1.3). Content: (a) definitions
and functions of management, (b) management as an evidence-based process, (c) comparisons
of private, non-profit human service organizations and private businesses, (d) strategies for
organizing work activities in organizations and (e)controlling and influencing staff behavior
3. Describe techniques of team-building, collaboration, coordination in organizational and
community practice settings, and understanding of influences and implications of culture,
geography, community, gender, religion, politics, ideology, and other identities and orientations
on different world views (EPAS 2.1.9; 2.1.8). Content: (a) team building, (b)development of
coalitions, (c)conflict resolution,(d)task group processes and dynamics, (e)social work in multicultural organizations and communities, (f) women and other under-represented groups in
management and(g) Leadership collaboration in diverse communities
4. Identify theoretical principles of leadership and management, and interdisciplinary teams and
define issues, collect data and develop interventions, taking into account different cultural
identities and belief systems (EPAS 2.1.1; 2.1.10d). Content:(a) management theories and their
historical origins, (b)concepts of leadership, organizations, and management, (d)multiculturalism and diversity issues in management and program administration, (e)knowledge and
theories of cultures and people of color, (f)deficit and non-deficit theories/perspectives and
implications for macro-practice, (g)networking, (h)boundary spanning, (i) futuring, (j) task
group process and coalition leadership, (k) conflict management, (l) program development and
(m) multidisciplinary teamwork
EPAS Competencies
EP 2.1.1- Identify as a professional social worker and conduct oneself accordingly.
Social workers serve as representatives of the profession, its mission, and its core values. They
know the profession’s history. Social workers commit themselves to the profession’s
enhancement and to their own professional conduct and growth.
EP 2.1.2- Educational Policy 2.1.2—Apply social work ethical principles to guide
professional practice.
Social workers have an obligation to conduct themselves ethically and to engage in ethical
decision making. Social workers are knowledgeable about the value base of the profession, its
ethical standards, and relevant law.
EP 2.1.3 - Apply critical thinking to inform and communicate professional judgments.
Social workers are knowledgeable about the principles of logic, scientific inquiry, and reasoned
discernment. They use critical thinking augmented by creativity and curiosity. Critical thinking
also requires the synthesis and communication of relevant information.
EP 2.1.5 - Advance human rights and social and economic justice.
Each person, regardless of position in society, has basic human rights, such as freedom, safety,
privacy, an adequate standard of living, health care, and education. Social workers recognize
the global interconnections of oppression and are knowledgeable about theories of justice and
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strategies to promote human and civil rights. Social work incorporates social justice practices in
organizations, institutions, and society to ensure that these basic human rights are distributed
equitably and without prejudice.
EP 2.1.6 - Engage in research-informed practice and practice-informed research.
Social workers use practice experience to inform research, employ evidence-based
interventions, evaluate their own practice, and use research findings to improve practice,
policy, and social service delivery. Social workers comprehend quantitative and qualitative
research and understand scientific and ethical approaches to building knowledge.
EP 2.1.8 - Engage in policy practice to advance social and economic well-being and to
deliver effective social work services.
Social work practitioners understand that policy affects service delivery, and they actively
engage in policy practice. Social workers know the history and current structures of social
policies and services; the role of policy in service delivery; and the role of practice in policy
development.
EP 2.1.9 - Respond to contexts that shape practice.
Social workers are informed, resourceful, and proactive in responding to evolving
organizational, community, and societal contexts at all levels of practice. Social workers
recognize that the context of practice is dynamic, and use knowledge and skill to respond
proactively.
EP 2.1.10 (d) - Engage, assess, intervene, and evaluate with individuals, families, groups,
organizations, and communities.
Professional practice involves the dynamic and interactive processes of engagement,
assessment, intervention, and evaluation at multiple levels. Social workers have the knowledge
and skills to practice with individuals, families, groups, organizations, and communities.
Practice knowledge includes identifying, analyzing, and implementing evidence-based
interventions designed to achieve client goals; using research and technological advances;
evaluating program outcomes and practice effectiveness; developing, analyzing, advocating,
and providing leadership for policies and services; and promoting social and economic justice.
Evaluation Social workers critically analyze, monitor, and evaluate interventions
EPAS Competency Associated Practice Behaviors: upon completion of the course
students will be able to:
EP 2.1.1
 attend to professional roles and boundaries and
 use supervision and consultation.
EP 2.1.2
 make ethical decisions by applying standards of the National Association of
Social Workers Code of Ethics2 and, as applicable, of the International Federation
of Social Workers/International Association of Schools of Social Work Ethics in
Social Work,
EP 2.1.3
4


distinguish, appraise, and integrate multiple sources of knowledge, including
research-based knowledge, and practice wisdom and
demonstrate effective oral and written communication in working with
individuals, families, groups, organizations, communities, and colleagues.
EP 2.1.5
 engage in practices that advance social and economic justice.
EP 2.1.6
 use practice experience to inform scientific inquiry and
 use research evidence to inform practice.
EP 2.1.8
 analyze, formulate, and advocate for policies that advance social well-being; and
 collaborate with colleagues and clients for effective policy action.
EP 2.1.9
 continuously discover, appraise, and attend to changing locales, populations,
scientific and technological developments, and emerging societal trends to
provide relevant services; and
 provide leadership in promoting sustainable changes in service delivery and
practice to improve the quality of social services.
EP 2.1.10 (b)
 Assessment
• collect, organize, and interpret client data;
• assess client strengths and limitations;
• develop mutually agreed-on intervention goals and objectives; and
• select appropriate intervention strategies
GRADING SYSTEM
Grade requirements are per Western New Mexico Catalog 2010-2011 p. 368
ATTENDANCE POLICY
It is University policy than an instructor may drop a student from the class rolls when the student
accumulates unexcused absences in excess of the number of credit hours offered for the course.
Written explanation for any absence, which a student hopes to be considered “excused”, must be
submitted in writing as soon as the student returns to class. I will follow University policy unless there
are unusual, extenuating circumstances that are beyond the control of a student. There will be an
additional written assignment due as make up at any time class is missed- excused or unexcused.
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SPECIAL NEEDS STUDENTS
Students with disabilities in need of accommodation should register with the Special Needs Office
(JUANCB 210, Ext. 6498) at the beginning of the semester. With student permission, that office will
notify instructors of any special equipment or services a student requires.
POLICY STATEMENT REGARDING OFFICIAL EMAIL
WNMU’s policy requires that all official communication be sent via Mustang Express. As a result, all
emails related to your enrollment at WNMU and class communication – including changes in
assignments and grades – will be sent to your wnmu.edu email address. It is very important that you
access your Mustang Express e-mail periodically to check for correspondence from the University. If
you receive most of your email at a different address you can forward your messages from
Mustang Express to your other address.
Example: Martin Classmember was assigned a WNMU email address of
classmemberm12@wnmu.edu but Martin would rather receive his emails at his home email
address of martinclass@yahoo.com
Martin would follow the directions provided at
http://www.wnmu.edu/campusdocs/direction%20for%20forwarding%20email.htm
WNMU POLICY ON EMAIL PASSWORDS
WNMU requires that passwords for access to all of the protected software, programs, and applications
will be robust, including complexity in the number of characters required, the combination of
characters required, and the frequency in which passwords are required to be changed. Minimum
complexity shall include:

Passwords shall contain at least six (6) characters.

Passwords shall contain at least one capital (upper case) letter, and at least one symbol
(numbers and characters such as @ # $ % & *).

Passwords shall be changed at least every 90 days. (8/6/08)
ACADEMIC INTEGRITY
Each student shall observe standards of honesty and integrity in academic work completed at WNMU.
Students will be penalized for violations of the Academic Integrity Policy. Please refer to pages 60
and 61 of the 2008-2009 Catalog. Examples of violations such as plagiarizing (written) papers, cutting
and pasting from the internet, and cheating on examinations shall not be tolerated. When it doubt
about the honesty and integrity of an action discuss it with your instructor beforehand. To assist
students in understanding and maintaining academic integrity in their written work the use of
Turnitin.com will be a requirement in this class.
REQUIRED TEXTS
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Weinbach, R.W. & Taylor L.M. (2011). The Social Worker as Manager (6th Edition). Boston: Allyn
& Bacon. ISBN-13 978-0-205-79277-1 paperback
Dolgoff, R. (2005). Supervisory Practice in Human Services. Boston: Pearson. ISBN 0-205-40550-9
paperback
COURSE EXPECTATIONS:
1. Students are expected to participate in developing a positive learning environment with the
desire to learn. Full continuous attendance is essential to maximize individual and group
learning.
2. Students are expected to be familiar with University and Department policies (WNMU
&Department Student Handbooks).
3. Students are required to use APA style (5th ed.) for writing, citing and listing references.
4. Graduate level work includes an ability to synthesize one's experience and knowledge into an
explication that illuminates theory and an understanding of the course material. The writing of
papers is expected to be organized, succinct in conceptualization and syntax and grammatically
correct.
The following criteria will be used for all graded assignments:
 Quality and clarity of writing and organization;
 Comprehensiveness;
 The extent to which course concepts, discussion and readings are reflected in the writing;
and Accuracy and specificity of content.
ASSIGNMENTS
Midterm - Organizational Analysis and Program Development Paper (100 points)
Identify local social service agency and develop a paper the clearly responds to each area outlined
below.
1. Social Service Agency Review (100 points) (EPAS 2.1.9; 2.1.6; 2.1.3)
ii.
I. Agency Overview
a. Description of the Agency
b. Number of employees
c. Annual budget, number of years in existence
Attachment 1: Organizational Chart (does not count in page length)
II. Evaluate the Agency mission, vision and goals
1. Key elements in your organization’s mission statement, vision and goals
2. Is the mission statement clear, compelling, inspirational, and concise
3. Ways the organization communicated mission to its various stakeholders
4. Attachment 2: Copy of the agency’s mission, vision and goals (does not count in
page length)
III. Assess the environment, including strengths, weaknesses, opportunities, and threats.
1. Social, political, economic, and technological trends
2. How does diversity fit in the agency environment and plan?
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3. How is cultural competency addressed?
4. Stakeholder expectations
5. Status of the agency’s strategic plan
6. Status of client relations
7. Program design and service delivery
8. Management Information Systems
9. Staffing & human resources
10. Leadership
11. Organization culture and change
12. Program Evaluation
13. Quality of working life (e.g. employee relationships and functioning)
14. Manner in which workplace problems are addressed (e.g. discrimination, bullying &
harassment)
Comment on key strengths and weaknesses in each section. Note any prior or current efforts to
address any of them. Use examples to illustrate particularly strong or weak areas.
IV. Identify critical issues facing the organization
1. What area needs attention and/or development?
2. Why does this area need attention and/or development?
3. Assess the financial resources and funding opportunities.
Final . Issues in Supervision (100 points) (EPAS 2.1.10 a-d; 2.1.1cf; 2.1.2b.; 2.1.9ab;)
"You've gotta serve somebody" Zimmerman, R. (1979).
Using your own experience as supervisee and/or supervisor develop a case study that exemplifies a
problematic supervisory scenario and how you would ameliorate the problem refer to Dolgoff (2005)
and other literature to explain what happened, why, and how your experience in this course has
contributed to your understanding. 8-10 pages.
GRADING SCALE:
90- 100
80-89
70-79
60-69
A
B
C
D
Point Values
Chapter Questions
Mini Papers
Midterm
Final
Total
10 %
10 %
40 %
40 %
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COURSE OUTLINE (EPAS COMPETENCY NUMBERS FOLLOW EACH SUBJECT)
Date
1.
Subject
Human Service Organizations
EP 2.1.8ab; 2.1.5c
2.
Human Services Management
EP 2.1.6ab
3
Historical Approaches EP 2.1.9ab
Readings
Weinbach & Taylor
1, 2
Weinbach & Taylor 3
Assignments
1. Student introduction:
Write to the year or status in
MSW program, supervisor
experience if any, practice
experience if any, any
aspirations to become SW
administrator or supervisor, and
any other information about self
you would like to share with the
class. (Post in assignments tab)
5 points
2. Chapter Questions - Respond
to each of the discussion
questions chapter 1 pg 19 and 2
pg. 31 in Weinback and Taylor
(Post in assignment tab)
(10 points for each chapter)
Mini Paper - Write a 3-5 page
paper that details your personal
view(s) of the hierarchal
structure of most social services
organizations. Respond to the
following:
a. Beliefs regarding processes
that are used to promote people
to supervisory positions.
b. Beliefs regarding the misuse
of power by supervisors
c. Beliefs that gender plays in
access and opportunities for
advancement to administrative
or supervisory roles.
d. Provide an example of an
example of an excellent
supervisor and a inefficient or
poor supervisor. Post in
assignment tab) (20points)
1.Chapter Questions- Respond to
each question on pg. 65 (10
points)
2.Mini Paper - Write a 2-4 page
response paper to the question:
9
4
Leading, Planning, Influencing
Weinbach & Taylor
4, 5, 6
Why is Contingency Theory a
good match for social work
services organizations?
(15 points)
1.Chapter Questions – Respond
to each question on pages
(98,119,126) (10 points for each
chapter )
2.Mini Paper – Application of
theory/knowledge to practice.
Refer to page 127 Box 6. Based
on the provided case study write
a:
I.
Policy
Rule
Procedure
II. information
III. Advice
IV. Directive
V. Example
(20 points)
5
6
7
8
9
10
Organizing, Fostering Diversity
Weinbach & Taylor
7, 8
Motivation, Professional Growth
EP 2.1.1cf
Finance and Technology, Change
Management EP 2.1.3ac; 2.1.6ab
SPRING BREAK
Midterm Paper
Weinbach & Taylor
9,10,11
Weinbach & Taylor
12,13,14
Supervisor Functions, Roles,
Tasks in Context
EP 2.1.3ac
Dolgoff 1, 2
1.Chapter Questions- Respond to
questions on pages 164 & 190.
(10 points for each chapter)
2.Mini Paper- Application
Exercise refer to page 179 Box
8.1 How would your
supervisory approach differ
among the 6 different personnel
types listed in Box 8.1
(2-4 pages) 20 points
Prepare for Midterm
Prepare for Midterm
Midterm Due
1. Interview a social service
agency supervisor and ask the
following question: “What do
10
you believe is/are your
function(s) as a supervisor?”.
Identify which of the eleven
main supervisory functions listed
on page 4 Figure 1.1 your
interviewee lists or refers to, and
which ones she/he does not. Did
your interviewee miss a function
that you found surprising or did
they list a function that was not
on the list that you found
interesting? (15 points)
2. Chapter questions answer
each question on page 23 (10
points)
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Supervisory Process, Authority,
Power, Ethics EP 2.1.2b
Dolgoff 3,4
1. Chapter questions pages 38,
52 (10 points each chapter)
2. Mini paper Application to
practice 2-5 pages. 20 points
Scenario: You are a case
manager in a community mental
health program and work with
10 other case managers with
whom you have worked with for
3 years. Most of your peers you
have developed a friendly
rapport and work well with all
the case managers.
Explain how you would
transition from being in a nonsupervisory position to
promotion to a supervisory
position. Explain how you would
deal with your relationships with
your peers and how you would
assert your new power and
authority.
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Relationships; Modes, Methods
and Techniques
EP 2.1.10d; 2.1.9ab
Dolgoff 5, 6
1. Chapter questions (10 points)
2. Make contact with one of your
classmates via phone or skpye
and role play an employment
interview. Change roles prepare
individual response papers
describing your process, feelings
11
13
14
15
16
Unit Planning, Assessment,
Motivation
EP 2.1.6ab
Practice Issues
EP 2.1.10 a-d
Time Management, Performance
Appraisal, Consultation
EP 2.1.8a
Evaluation
EP2.1.10d
Dolgoff 7, 8, 9
and what you learned. (20
points)
1. chapter questions (10 points)
Dolgoff 10,11,12
Work on final paper
Dolgoff 13,14,15
Work on final paper
Issues in Supervision Paper
Due
(EPAS 2.1.10 a-d; 2.1.1cf;
2.1.2b.; 2.1.9ab)
SELECTED BIBLIOGRAPHY
As professional social workers it is our responsibility to continually grow and develop through professional
study. The following represents SOME of the many additional reading material you can use in this
valuable pursuit.
Gender & Diversity Issues
Daly, A., (Ed.) (1998). Workplace diversity: Issues & perspectives. Washington, D.C.: NASW Press.
Igelhart, A. (2000). Managing for diversity and empowerment in social services. In Patti, R. (Ed.), The
handbook of social welfare management. Thousand Oaks, CA: Sage Publications.
Poverny, L. (2000). Employee assistance practice with sexual minorities. Administration in social work, 23
(3/4). 69-91.
Singer, T. (1995). Sexual harassment. In R. Edwards (Ed.), Encyclopedia of social work (19th ed., pp.
2148-2157). Washington, DC: NASW Press.
Planning & Strategy
Allison, M. & Kaye, J. (2005). Strategic Planning for Nonprofit Organizations, 2nded. New York: John
Wiley & Sons. .
Brinckerhoff, P. (2000). Social entrepreneurship: The art of mission-based venture development. New
York: John Wiley & Sons.
Bryson, J. (2004). Strategic Planning for Public and Nonprofit Organizations (3rd ed). San Francisco:
Jossey-Bass, Inc.
Dees, G., Emerson, J. & Economy, P. (2001). Enterprising nonprofits: A toolkit for social entrepreneurs.
New York: John Wiley & Sons.
Dees G., Emerson, J. & Economy, P., Eds. (2002). Strategic tools for social entrepreneurs: Enhancing the
performance of your enterprising nonprofit. New York, NY: John Wiley & Sons.
Kaplan, R. & Norton, D. (2001). The strategy-focused organization: How balanced scorecard companies
thrive in the new business environment. Boston: Harvard Business School Press.
Oster, S., Massarsky, C., & Beinhacker, S., Eds. (2004). Generating and sustaining nonprofit earned
income: A guide to successful enterprise strategies. San Francisco: Jossey-Bass.
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Nonprofit & Public Sector Marketing
Brinkerhoff, P. (1998). Mission-based marketing. San Francisco: Jossey Bass
Ewing, M., Ed. (2001). Social Marketing. New York: The Haworth Press.
Herron, D. (1997). Marketing nonprofit programs and services. San Francisco: Jossey-Bass.
Kotler, P. & Andreasen, A. (2003). Strategic Marketing for Non Profit Organizations (6th Edition). Upper
Saddle River, NJ: Prentice Hall.
Stern, G. (2001). Marketing workbook for nonprofit organizations. Volume I: develop the plan. St. Paul:
Amherst Wilder Foundation.
Stern, G. (2001). Marketing workbook for nonprofit organizations. Volume II: mobilize people for
marketing success. St. Paul: Amherst Wilder Foundation.
Leadership
Aviolo, B. & Bass, B. (2002). Developing potential across a full range of leadership: Cases on transactional
and transformational leadership. Mahwah, NJ: Lawrence Erlbaum Associates.
Bargal, D. (2000). The manager as leader. In Patti, R. (Ed.), The handbook of social welfare management.
Thousand Oaks, CA: Sage Publications, 303-319.
Bennis, W. & Goldsmith, J. (2003). Learning to lead: A workbook on becoming a Leader. New York:
Basic Books.
Bennis, W., Spreitzer, G., & Cummings, T., eds. (2001). The future of leadership. San Francisco: JosseyBass.
Buckingham, M. & Coffman, C. (1999). First, break all the rules. New York: Simon & Schuster.
Buckingham, M. & Clifton, D. (2001). Now, discover your strengths. New York: The Free Press.
Carlson, M. & Donohoe, M. (2003). The executive director's survival guide: Thriving as a nonprofit leader.
San Francisco: Jossey-Bass.
Cohen, A. & Bradford, D. (2005). Influence Without Authority, 2nd Ed. San Francisco: Jossey-Bass.
Connerley, M. & Pederson, P. (2005). Leadership in a diverse and multicultural environment. Thousand
Oaks. CA: Sage Publications.
Covey, S. (1990). Principle-centered leadership. New York: Simon & Schuster.
Dym, B. & Hutson, H. (2005). Leadership in nonprofit organizations. Thousand Oaks, CA: Sage
Publications.
Giber, D., Carter, L., Goldsmith, M. (Eds.), (1999). Linkage Inc.'s best practices in leadership development
handbook. San Francisco: Jossey-Bass.
Hesselbein, F., Goldsmith, M., & Somerville, I., eds. (2002). Leading for innovation. San Francisco:
Jossey-Bass.
Hesselbein, F. & Johnson, R., eds. (2002). On high-performance organizations. San Francisco: Jossey-Bass
Inc.
Hudson, M. (2005). Managing at the leading edge. San Francisco: Jossey-Bass.
Kouzes, J. & Posner, B. (2002). The leadership challenge (3rd ed.). San Francisco: Jossey-Bass Inc.
Lawlor, J. & Bilson, A. (2010). Social Work Management and Leadership. New York: Routledge
McCauley, C. & Van Velsor, E., (Eds.). (2003). The Center For Creative Leadership Handbook Of
Leadership Development, 2nd ed. San Francisco: Jossey-Bass Inc.
Moxley, R. (2000). Leadership and Spirit: Breathing New Vitality and Energy into Individuals and
Organizations. Jossey-Bass: San Francisco.
Nanus, B. & Dobbs, S. (1999). Leaders who make a difference: Essential strategies for meeting the
nonprofit challenge. San Francisco: Jossey-Bass.
Northouse, P. (2004). Leadership: Theory and practice, 3rd ed. Thousand Oaks, CA: Sage Publications.
Riggio, R. & Orr, S. (2004). Improving leadership in nonprofit organizations. San Francisco, CA: JosseyBass.
Yukl, G. (2001). Leadership in organizations, 5th ed. Englewood Cliffs, NJ: Prentice-Hall.
Zenger, J. & Folkman, J. (2002). The extraordinary leader. New York: McGraw-Hill.
Organizational Change
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Anderson, D. & Ackerman Anderson, L. (2001). Beyond change management. San Francisco: Jossey-Bass
Inc.
Austin, M. (Ed.) (2004). Changing welfare services: Case studies of local welfare reform programs. Now
York: The Haworth Press.
Collins, J. (2001). Good to great: Why some companies make the leap… and others don’t. New York:
Harper Business.
Light, P. (2004). Sustaining nonprofit performance. Washington, DC: The Brookings Institution.
Osborne, D. & Plastrik, P. (2000). The reinvention’s field book. San Francisco: Jossey-Bass.
Packard, T, (2000). The Management audit as a teaching tool in social work administration, Journal of
Social Work Education. 36(1), 39-52.
Proehl, R. (2001). Organizational Change in the Human Services. Thousand Oaks, CA: Sage Publications.
Rae, A. & Nicholas-Wolosuk, W. (2003). Changing agency policy: An incremental approach. Boston:
Allyn & Bacon.
A Few Readings on Supervision
Austin, M. and Hopkins, K., Eds. (2004). Supervision as Collaboration in the Human Services. Thousand
Oaks, CA: Sage Publications.
Dolgoff, R. (2005). Introduction to Supervisory Practice in Human Services. Boston: Allyn & Bacon.
Kadushin, A. & Harkness, D. (2002). Supervision. New York: Columbia University Press.
Munson, C.E. (2002). Handbook of Clinical Social Work Supervision Third Edition. New York: Routledge.
Shulman. L. (1995). Supervision and consultation. In R. Edwards (Ed.), Encyclopedia of Social Work
(19th ed., pp. 2373-2379). Washington, DC: NASW Press.