Rehabilitation agency practioners often find themselves thrust into administrative roles. Agencies require skilled management, yet many practioners find they have no formal training in management skills as they assume their duties. A case study shows how this lack of training can lead to career tragedy. The author recommends that agencies expand career development programs to remedy the situation.
Get full access to this article
View all access options for this article.
References
1.
BerkleyG. E.The craft of public administration.Boston: Allyn & Bacon, 1975.
2.
Bringing research into effective focus: Supervision in vocational rehabilitation.Rehab Brief, September 14, 1979, pp. 1–4.
3.
EmenerW. J.Clinical supervision in rehabilitation settings.Journal of Rehabilitation Administration, 1978, 2, pp. 44–53.
4.
EmenerW. J.Reconciling personal and professional values with agency goals and processes.Journal of Rehabilitation Administration, 1978, 2, pp. 166–172.
5.
FeindelM.A comparison of occupational values and opportunities of rehabilitation counselors and administrators.Journal of Rehabilitative Administration, 1980, 4, pp. 14–17
6.
GoodA. W.Supervision: The key to good management.Journal of Rehabilitation, November/December 1974, pp. 13–14, 30–31, 42.
7.
LorenzJ., NeliopovichM., and WainwrightC.O.Certification of rehabilitation administrators and supervisors.Journal of Rehabilitation Administration, 6, in press.
8.
ReddinW.V.Managerial effectiveness.New York: McGraw Hill, 1970.
9.
SkinnerW., and SosserW. E.Managers with Impact: Versatile and inconsistent.Harvard Business Review, November/December 1977, pp. 140–148.
