Navorsing ten opsigte van supervisie in maatskaplike werk fokus
veral op die noodsaaklikheid van supervisie en wat supervisors
veronderstel is om te doen. Die doel van hierdie ondersoek is om
vas te stel wat supervisors werklik doen aan die hand van tien
basiese bestuursrolle van middelvlakbestuurders in die
besigheidswereld soos deur Mintzberg geidentifiseer.
Die empiriese bevindinge van die ondersoek to on dat
maatskaplikewerk-supervisors en middelvlakbestuurders dieselfde
posisies in hul organisasies beklee. Daar is reeds baie
navorsing gedoen in die ontwikkeling van effektiwiteit en
doeltreffendheid van die middelvlakbestuur. Die feit dat
supervisors
organisasies
en middelvlakbestuurders dieselfde plek in hul
beklee verskaf a an die supervisor 'n wye
kennisbasis wat hulle kan aanwend om hul eie take en pligte meer
effektief en doeltreffend te maak.
Maatskaplikewerk-supervisors is onbewus van hul bestuurstake
alhoewel hulle die take reeds vervul. In die lig hiervan is dit
noodsaaklik dat hulle bewus gemaak word daarvan. Dit behoort
meer struktuur te gee aan die bestuursproses in welsynsorganisasies. Daar is ook
funksie in
ondersteuningsbewus
daarvan
is nie.
gevind dat supervisors nie net die administrasie
hul organisasies toepas nie, maar ook die
en onderrigfunksie. Die supervisors is egter nie
dat die funksies ook die funksies van bestuurders
Supervisors ervaar dat hulle oorlaai word met bestuurstake en
dat daar nie 'n vaste bestuurstruktuur in welsynsorganisasies is
nie. Die ondersoeker het bevind dat die take wat die supervisor
uitvoer, bestuurstake is. 'n Duidelike beskrywing van supervisors
se posisie, status en rol in hul organisasies sal
probleme wat hulle ondervind met hul beroepsituasies en loopbaanontwikkeling
uit die weg ruim.
Die ondersoeker het bevind dat die supervisieproses en die
bestuursproses baie dieselfde is en die volgende riglyne is
geformuleer:
Bestuursopleiding vir supervisors is noodsaaklik om die
geskikste persoon vir 'n bepaalde pos te werf.
In die beroepsontwikkeling van maatskaplike werkers
behoort aandag gegee te word aan die vaardigheid van die
werker eerder as jare diens.
Supervisors moet gekeurde persone wees met 'n bepaalde
teoretiese opleiding. Die posisie,
omskryf word.
status en mag van supervisors moet duidelik
Daar moet ook aandag geskenk word aan die ontwikkeling
van kreatiewe en innoverende denke.
Die tien basiese bestuursrolle volgens Mintzberg behoort
vir supervisors aangeleer te word.
Aandag moet geskenk word aan mentorskap-opleiding vir
supervisors om te verseker dat die kwaliteit van
supervisie in die toekoms, verbeter.
The emphasis of research in social work supervision is placed
more on the necessity of supervision than on what supervisors
do. The purpose of this investigation is to find out what supervisors
really do, according to the ten basic roles in middle
management identified by Mintzberg .
According to empirical findings, the role of both the Social
Work Supervisor and the Middle Manager in their respective
organisations, are the same. Much research has been conducted
into the development of the effectiveness and efficiency of
Middle Managers. Due to the fact that the Middle Manager and the
Social Work Supervisor hold the same position in the
organisation, a wide range of knowledge is thus available for
the latter, which will ensure that his work is also more
effective and efficient.
Social work supervisors are uninformed of their managerial roles
although they perform managerial tasks. To give more structure
to the managerial process in social work agencies, it will be
necessary
functions.
to make
This
three
investigation
functions of
supervisors aware of their managerial
has found that supervisors make use of all
supervision, namely: the administrative,
supportive and educational functions. Supervisors are unaware though, that these functions are also expected from managers in
their organisations.
Supervisors
managerial
in practice feel that they
tasks and that there is no
are overloaded with
set structure within
welfare organisations. This investigation has found that
supervisors carry out managerial tasks. To be able to remove the
problems which supervisors experience with their career
situations in career development, a distinct description of
their position,
must be made.
status and powerbase in their organisations,
This investigation has found that the process of supervision,
and the managerial process, are the same, and thus the following
guidelines can be devised:
Management development for social work supervisors is a
necessity. Improved management strategies will attract the most
suitable person for supervisory posts.
In the career development of social workers more attention
should be given to the development of managerial skills. Social
workers should not be promoted to supervisors solely on the
grounds of years of service rendered.
Supervisors should be selected according to carefully devised
criteria, and have a specific theoretical background. clearly stated and described.
Attention should be given to the development of creative and
innovational thinking of supervisors.
The ten basic roles, according to Mintzberg, should be taught
to supervisors.
To ensure quality supervision in the future, attention should
also be given to mentorship development for social work
supervisors.
