4. Vietnam
Outline
3. The Supervisory Relationship
– Supervisee and clients
– Client and agency
– Supervisor and supervisee
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5. Vietnam
Outline
• Effective supervisory relationship
– For Supervisee
– For Supervisor
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6. Vietnam
Outline
4. The concept of emotional bank account
5. Harmonizing organizational and personal
needs
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7. 1. Supervisor’s roles
Vietnam
• A counselor giving support
• An educator helping your supervisees learn
and develop
• A manager with responsibilities for the
quality of the work supervisee is doing with
their clients
• A manager or consultant with responsibilities
to the organization which paying for the
supervision
(According to Peter Howkins and Robin Sholet)
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8. • Teacher
• Monitor educator Vietnam
• Counselor
• Coach
• Colleague
• Boss
• Expert technician
• Manager of administration
and relationship
Bernard 1979; Hess 1980; Howkins 1982; Holloway 1984,
1995; Ellis and Dell 1986; Carroll 1996
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9. Professional needs
Vietnam
– Professional knowledge, skills, etc
– Good working environment
– Responsibilities and power
– To be respected
– Professional working equipments
– Clear working regulation/ job description
– Co-operation from colleagues and higher
level management
– Promotion
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10. Professional needs Vietnam
– Higher payment
– Creative in order to find out the best way
to complete tasks
– Learn from other’s failures
– A good and long relationship with partner
– Update professional knowledge
– Feedbacks from supervisees and others
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11. Personal needs Vietnam
– Family
– Friends
– Suitable jobs
– Entertainment
– Income
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13. Self-nurturance and growth
Vietnam
• Updated himself/ herself by reading books,
magazines, newspapers
• Apply new technology/ strategies
• Reading actual cases/
• Being supervised by friends/boss
• Get suggestions from friends/boss
• Supervisory meeting/ exchange/ sharing
experiences
• Review theory regularly
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14. 2. Supervisee’s roles
Vietnam
• Leaner /
• To be monitored/
• To be counseled/
• To be coached /
• Colleague/colleague
• Staff /
• Junior/
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15. Professional needs
Vietnam
– Good working environment
– Responsibilities and power
– To be respected
– Professional working equipments
– Clear working regulations/ job description
– Co-operation from colleagues and higher level
management
– Promotion
– Higher payment
– Creative in order to find out the best way to
complete tasks
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16. Professional needs
Vietnam
– Learn from other’s failures
– A good and long relationship with partner
– Update professional knowledge
– Feedbacks from supervisees and others
– Supports from supervisors
– To be treated fairly/ equally
– To be trained to improve professional
knowledge
– Feedbacks from colleagues and clients to
improve himself
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17. Personal needs Vietnam
– Family
– Friends
– Suitable jobs
– Entertainment
– Income
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18. Motivation Vietnam
• Feeling good with his work
• Chances to improve knowledge and skills
through trainings and workshops
• Promotion
• Salary
• Support, sympathy and encourage from
supervisor
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19. Accountabilities
Vietnam
• To direct supervisor
• To the partners
• To clients
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20. Growth Vietnam
• Always be optimistic, to see opportunities in
difficulties not problems in difficulties.
• Take challenges
• Consult with supervisor regularly
• Updated himself/ herself by reading books,
magazines, newspapers
• Apply new technology/ strategies
• Reading actual cases/
• Being supervised by friends/boss
• Be open for suggestions from friends/boss
• Supervisory meeting/ exchange/ sharing
experiences
• Review theory regularly
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21. Different types of supervisees Vietnam
• Staff
• Student
• Paraprofessional
• Volunteer
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23. Supervisee and clients Vietnam
• In this worker-client relationship,
supervisees use the knowledge they have
acquires from their professional training,
and follow the advice given by their
supervisors to achieve the intervention
objectives
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24. Client and agency
Vietnam
• The process of social work supervision in an
agency is affected by the agency’s organizational
goals, structure, policy procedures, service
setting, and climate. All are related to the culture
of the task environment of the organization
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25. Supervisor and supervisee Vietnam
• As a “middle person”, a mediator and a
liaison between the agency and the
supervisee. On the one hand, supervisors
are administrators and, as such, members
of the agency’s management; on the other
hand, they are the most senior frontline
supervisee. Supervisors have to play
various roles in order to fulfill their
responsibilities
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27. For Supervisee Vietnam
• Show respect
• Do our best
• Give honest feedback
• Don't try to hide problems
• Maintain boundaries
• Be positive
• Manage anger
• Embrace strengths
• Face shortcomings
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28. Vietnam
For Supervisor
• Listen to supervisees
• Talk to supervisees
• Respect supervisee
• Expect responsibility
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29. The concept of emotional
Vietnam
bank account
• An emotional bank account is an
account that you have with everyone
you know, in particular friends,
family and loved ones. You make
deposits by doing something nice
and meaningful to or for that person
and you make withdrawals when
you hurt them or treat them badly.
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30. Emotional bank account
Vietnam
• The balance in your account is the
amount of trust that’s been built up
in a relationship, the more trust the
higher the balance. Just like a
monetary account, you want this
account to have a large balance so
that the relationship you have with
that person is a high trust
relationship
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31. Deposits
Vietnam
• Clear expectations
• Kindness, courtesy
• Making/keeping promises
• Loyalty to the absent (don’t talk
negatively about them)
• Apologies
• Seeking first to understand
• Accepting responsibility
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32. Deposits
Vietnam
• Exercising patience with others
• Distinguishing between person and
behavior
• Assuming the best of others
• Rewarding open, honest questions
and feelings
• Admitting mistakes, apologizing,
ask for forgiveness
• Renewing your commitments to
others
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33. Deposits
Vietnam
• Being open to the influence of others
• Accepting the person and the situation
• Agreeing on the limits, expectations,
consequences
• Being there for others
• Letting natural consequences teach
• Help others find solutions to problems
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35. Withdrawals Vietnam
• Being defensive
• Not rewarding others
• Not admitting mistakes
• Being dishonest
• Showing favoritism
• Not giving credit
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36. Withdrawals Vietnam
• Sending mixed messages
• Showing a lack of courage
• Taking advantage of others
• Blame others for mistakes
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37. Six major deposits Vietnam
• Understanding the Individual
• Attending to the Little Things
• Keeping Commitments
• Clarifying Expectations
• Showing Personal Integrity
• Apologizing sincerely when you
make a withdrawal
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38. Harmonizing organizational and
personal needs Vietnam
• How to present for result-oriented
allocation of time, energy, and
resources between the three important
forces controlling any manager's life:
himself, his family and friends, and his
organization.
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39. Vietnam
• A manager is constantly faced with
seeking the proper harmony and
balance between his own needs and
desires, the needs of his family and
the objectives of the organization
for which he works.
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40. How ? Vietnam
• Set the proper objectives and make
step-by-step project plans to meet
those objectives
• Time management skills
• Be active to control your works, not
be controlled by works
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41. Vietnam
• Balance my professional needs and personal
needs
• My personal vision should have compliance
with organizational vision
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