SOCIALIZING THE DIRECT SERVICE PRACTITIONER IN THE WAYS OF SUPERVISORY MANAGEMENT

Abstract

Despite the emergence of programs for training administration specialists in social welfare, most lower and middle-management jobs will continue to be filled by direct service practitioners who have little or no formal preparation for this kind of practice. This paper argues that the transition from direct service to supervisory management is characterized by a number of social-psychological discontinuities and impediments to effective socialization that should be explicitly recognized and addressed in educational programs. The paper concludes with several suggestions regarding ways in which degree and staff development programs might be designed to facilitate preparation for supervisory management.

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