This article discusses the basic characteristics of organization, administration, supervision and specific problems of human service organizations, and relates them to the concept of power. It illustrates the use of power by lower status workers to control their superiors. In addition, it presents some pedagogical concepts that have influenced the way supervisors train workers. The author proposes an integration of the two models of supervision so that the administrative and teaching functions will both be served.
Get full access to this article
View all access options for this article.
References
1.
BennisW. G.Beyond bureaucracy. In HorowitzI. L., StrongM. S. (eds.), Sociological realities.New York: Harper & Row, 1971, 143–147.
2.
BragerG., and HollowayS.Changing human service organizations: Politics and practice.New York: Free Press, 1978.
3.
BrunerJ.S.On knowing: Essays for the left hand.New York: Atheneum Publishers, 1968.
4.
DeweyJ.Democracy and education.New York: Free Press, 1966.
5.
GittermanA., and MillerI.Supervisors as educators. In KaslowF.W. (ed.). Supervision, consultations, and staff training in the helping professions.San Francisco: Jossey-Bass, 1977.
6.
LewisH.Management in the non-profit social service organization.Child Welfare, 1975, 44(9), 615–623.
7.
MillerI.Supervision in social work.Encylopedia of social work.Washington, D.C.: National Association of Social Workers, 1977, 1544–1551.
8.
ResnikH., and PattiR.Change from within.Philadelphia: Temple University Press, 1981.
9.
ReynoldsB.Learning and teaching in social work.New York: Russell Sage Foundation, 1965.
10.
StaffettiA.The administrative protocol as a medium for social service delivery. Unpublished doctoral dissertation. Columbia University, 1982.
11.
Trans-action Staff Report.The power of the powerless. In HorowitzI. L., StrongM. S. (eds.), Sociological Realities.New York: Harper & Row, 1971, 148–149.
