Professional Supervision: Leadership & Management in Adult Social Care

This report provides a comprehensive overview of leadership and management in adult social care, focusing on professional supervision, performance management, and conflict resolution. It examines theoretical approaches to supervision, the impact of legislation and policies, and key principles for effective supervision. The report discusses anti-oppressive practices, methods for dealing with challenging situations, and strategies for managing conflict within supervision sessions. Furthermore, it details the responsibilities of supervisors in setting targets, the performance management cycle, methods for measuring performance, and the use of constructive feedback. The report emphasizes the importance of performance management in achieving organizational objectives and ensuring quality service delivery in the social care sector. Desklib offers a wealth of resources, including past papers and solved assignments, to support students in their studies.

Adult social care
management and
leadership

Table of Contents
Task 1...............................................................................................................................................3
1.1 Theoretical approach to professional supervision.................................................................3
1.2 How requirements of legislation, codes of practise, policies and procedures impact on
professional supervision..............................................................................................................3
Task 2...............................................................................................................................................4
2.1 Key principles of effective professional supervision............................................................4
2.2 Importance of managing performance in relation to:............................................................4
Task 3...............................................................................................................................................4
3.1 Concept of anti-oppressive practise in professional supervision..........................................4
3.2 Methods to assist individuals to deal with challenging situation..........................................5
3.3 How conflict may arise within professional supervision......................................................5
3.4 How conflict can be managed within professional supervision............................................5
Task 4...............................................................................................................................................5
4.1 Responsibility of supervisor in setting clear targets and performance indicators.................5
4.2 Performance management cycle...........................................................................................5
4.3 Methods that can be used to measure performance..............................................................5
4.4 Indicators of poor performance.............................................................................................6
4.5 How constructive feedback can be used to improve feedback.............................................6
4.6 Use of performance management towards the achievement of objectives..........................6
References........................................................................................................................................7

Task 1
1.1 Theoretical approach to professional supervision
Business managers and leaders are equipped with an important responsibility for
engaging operations of a business firm in the most effective manner. Supervision is considered to
be an important activity which is to be performed in a corporate firm which ensures effective
working in terms of regulating business activities. In context with healthcare firm in which
resource like medicines and other drugs are considered to be very important and any wastages
while operating with them are avoided in any case. Therefore, correct or effective supervision
techniques needs to be ensured while operating activities under such business industries. Out of
variety of theories related to motivation and management can be used to develop effective
supervision techniques in healthcare industries (Valle and et. al., 2019).
Operating in such social care industries Hierarchy of Needs can be used as the most
effective technique of supervision. This theory will take consideration of fulfilment of basic
requirements of individual employee related to working environment and will set a definite
standard of working effectively for a provided organisational task. Under the theory five levels
of need including, safety, physical, self-esteem, social and self-actualization will be take into
consideration. By using this theory under working of a social firm supervisor can function well
to derive best performance of the corporate as per given standard and also monitor performance
of individual employees working in the social firm (Unguru and Sandu, 2018).
1.2 How requirements of legislation, codes of practise, policies and procedures impact on
professional supervision
Individuals held with responsibilities and role of a supervisor are binded with
requirements related to code of practise of an organisation, legislation of a region and policies &
procedures of a corporate firm. Under the technique supervisor activities are being controlled as
per the required standard of a organisational firm and are ensured as per working requirements of
a region. These impact on professional supervision as follows;
 Limits the ability: Such requirements can limit the abilities of working as a supervisor.
As some activities which could be beneficial for the firm cant be performed due to legal
unacceptability or breaking of organisational code of conduct.

 Strong legal basis: Working of supervisor under such requirements aids corporate
industry to build a good reputation under presentation of good legal records and in terms
of transparency.
1.3 Performance Management cycle
Performance management refers to the processes and tools that develops working of the
project firm in accordance with supporting goals and performance review. Under performance
management cycle key considerations of following elements are taken place, these are as
follows;
 Planning: For this element, planning for effective performance management is being
initiated. In the process being proper plans are being laid in respect to evaluate on proper
planning structure laid in the organisational firm in respect to enhance its operational
performance. Monitoring: Under this element the plans being laid in the organisational firm are being
monitored. This stage develops productivity of efforts being produced in the corporate
firm and ensures their operations as per plans. Reviewing: In this stage proper reviewing of work done are being initiated. For this stage
considerations are being made in respect to analyse deviations obtained as per derived
plans and actual activities performed.
 Rewarding: For this last stage but one of the crucial one in the model, employees or
employers of the firm are being rewarded based on their dedicated performance for the
Performance Management cycle

workforce. It serves as sense of motivation in workplace and ensure long term relations
of the workforce.
1.4 How does supervision protect the employee, the employer and the client?
Supervisions protects following individuals in terms of their workings in the operational
firm;
The employees Critical path to follow: Supervision defines critical path to employees to be followed for
achievement of desired goals and objectives.
 Productive working: The provided technique ensures productive working by ensuring
completion of task as per desirable standards.
The employers Avoiding disputes: Through supervision disputes in the organisational firm can be
avoided.
 Management of work: Sense of effective management of activities can be guided in the
operational firm reflecting to proper supervision provided to employers of the corporate.
The client Acknowledgement: Proper acknowledgement can be provided to clients about company
when they get supervised.
 Quality of products or services: Better quality of products can be obtained in accordance
to demand of the consumer. When clients are supervised they can obtain products and
services as their their desirable needs i.e. prices or quality.
1.5 What is power imbalance in supervision and how can you counter act it?
Supervision tends to be an important social life function. Under the process being essence
of some form of authority or power can degrade the process. This might be concluded under
power imbalance in the organisational firm. There are several ways through which an individual
can counter act the supervision;
 Not making unnecessary assumptions.
 Encouraging parties to share knowledge.
 Using parties desire to settle as a lever.

1.6 Give an example of dealing with conflict within supervision session?
Example of dealing with conflict within supervision session includes; understanding of
supervision expectations was necessary. While being involved in the supervisor session, there are
possibility that there might be some topics or discussion for which an individual have more
knowledge then the supervisor. However, an individual is recommended to listen to supervisor as
supervisor have more experience in terms of evaluating operational working and therefore, not
making unnecessary assumptions will avoid conflicts or disputes in the organisational firm.
Task 2
2.1 Key principles of effective professional supervision
Supervisor's role cant be avoided in terms of managing and implementing strategic plans
being developed in a business industry. Promotion of employee motivation, commitment and
retention are some of the responsibilities that guide the effective working of a supervisor in an
organisational firm. In current times social care and health industries had experienced drastic
changes while working its business operations and dealing in open market. It is believed that an
individual with good physical health conditions and stable mind-set can perform better
productivity in respect to allotted task (Lawler, 2018).
2.2 Importance of managing performance in relation to:
Particulars Importance
Government  Legal support
 Reduces certainty of risk
Safeguarding  Goodwill
 Profitability of company
Key learning from critical reviews and
inquiries
 Transparency
 Costumer loyalty towards company's
brand

Task 3
3.1 Concept of anti-oppressive practise in professional supervision
Anti-oppressive practise relates to working with a service user in regards to providing
them with user-led and user-controlled services. Under the given practise better techniques are
being enabled with professional supervisor to develop better ideas to deliver quality services to
end-users.
3.2 Methods to assist individuals to deal with challenging situation
 Appreciating small steps taken by individual towards improvement can help in dealing
with challenging situations.
 Being optimist
 Defining a clear vision or goal of an organisational firm.
3.3 How conflict may arise within professional supervision
 Lack of authority given to supervisor can lead to possible conflicts related to work
management in a corporate firm.
 Lack of time as a resource can also lead to conflict in the social care industry.
3.4 How conflict can be managed within professional supervision
 Providing balanced, structured and constructive feedback to supervisees can reduce the
frequency of conflict in an organisational firm.
 Closely monitored and evaluating on employees needs can also aid towards minimising
the conflicting situation arise in the corporate firm.
Task 4
4.1 Responsibility of supervisor in setting clear targets and performance indicators
 Managing workflow
 Arranging training platforms
 Effective reporting to senior management and HR
 Resolving employee disputes and issues
4.2 Performance management cycle
Performance management cycle refers to a model that allows employees and managers
working in an operational firm to attain desired organisational goals in a well-structured manner.

Adopting to such technique better use of resources of a corporate firm can be ensured and also
develops better standards of working in the organisational firm (Falender, 2018).
4.3 Methods that can be used to measure performance
 360 degree feedback
 Self-evaluation
 Graphic rating scales
 Checklists
4.4 Indicators of poor performance
 Not meeting organisational goals
 Violation of company's policy
 Quality of output is poor
4.5 How constructive feedback can be used to improve feedback
 Establishes trust
 Time effective
 Being specific helps in misunderstandings
4.6 Use of performance management towards the achievement of objectives
Techniques of performance management is an ongoing process which is an inclusion of
establishing effective communication between supervisor and an employee working in a
company. In context with social care firm such techniques are used to enable better standards of
working which ultimately creates better opportunities in terms of enhancing goodwill of the
respective workforce. By implementing techniques of performance management supervisor can
construct an effective bridge towards achievement of desired social as well as operational
objectives of the business firm (Davys and Beddoe, 2020).

References
Books and Journals
Davys, A. and Beddoe, L., 2020. Best practice in professional supervision: A guide for the
helping professions. Jessica Kingsley Publishers.
Falender, C.A., 2018. Clinical supervision—the missing ingredient. American
Psychologist, 73(9), p.1240.
Lawler, J., 2018. The rise of managerialism in social work. In Management, social work and
change (pp. 33-56). Routledge.
Unguru, E. and Sandu, A., 2018. Normative and Institutional Frameworks for the Functioning of
Supervision in Social Work. Romanian Journal for Multidimensional Education/Revista
Romaneasca pentru Educatie Multidimensionala, 10(2).
Valle, M., Kacmar, K.M., Zivnuska, S. and Harting, T., 2019. Abusive supervision, leader-
member exchange, and moral disengagement: A moderated-mediation model of
organizational deviance. The Journal of social psychology, 159(3), pp.299-312.