Volunteers have needs, abilities, and desires of their own. The skilled and caring extension agent will use management and supervision principles to fully use all of those needs and abilities. (LRA)

In clinical supervision, the teacher is helped to identify and concentrate on a limited number of specific skills, the supervisor focuses on a manageable task for data collection, and together they evaluate results. (Author)

Suggestions for teacher-oriented supervision of classroom practices, development of new courses, and grading and assignment policies are discussed. (HTH)

This article reports on a study conducted among supervisors, superintendents, and teachers to determine what congruence existed relative to expectations for supervisory personnel. Each of these groups indicated how much time they thought supervisors should spend in each of 10 roles. Results are included. (KC)

This special issue journal is a comprehensive survey that covers all major aspects of supervision in general state vocational rehabilitation agencies. Major content areas covered are: (1) supervisory background information; (2) supervisory selection; (3) supervisory practices; (4) supervisory training; (5) supervisory evaluation; and, (6)…

Little research has focused on the actual supervision session and its relationship to trainee functioning. Supervision dyads (N=19) were selected to study this relationship. There was no significant relationship between supervisors' empathy level in supervision and trainees' empathy level in therapy. (Author)

Offers eight suggestions for child care center teachers recently promoted to supervisory positions. Considers the supervisor's need to make decisions, communicate, define expectations, stay connected with staff, create a culture that encourages new ideas, and set the tone for the work environment by example. (JPB)

Much camp counselor work takes place where no administrator is present. Gives managerial tools that help "see the invisible" before campers arrive and during camp. Discusses methods of evaluating staff. Studies from other fields with similar managerial situations show that leadership through articulation of a vision and staff attitudes are more…

Highlights bad management practices: not providing clear instructions or job descriptions; rewarding work with more work; carrying grudges; rewarding employee "rats"; evaluating employees on personality rather than work performance; making sure subordinates do not look too good to superiors; playing favorites; not sharing power; and…

Reviews emergence of counseling supervision as a professional speciality. Explains need for standards of training and practice. Describes process by which "Standards for Counseling Supervisors" came into existence. Discusses current and potential options for their implementation. (Author)

Discusses leadership behavior of managers and presents a model for leadership choice that dichotomizes bureaucratic and non-bureaucratic leadership behaviors. The power of managers is described in terms of both position status and personal influence, and the relationship between the manager's role and the needs of employees is discussed. (LRW)

Proposes pragmatic agenda for future developmental supervision research and a "moratorium" on new or improved developmental supervision models, self-reports, and on research limited to academic settings. Encourages researchers to explore pragmatic questions about actual conduct of effective counseling supervision. (Author/CM)

Discusses the problems encountered by first time library supervisors who have to learn not only their new professional jobs but also how to supervise others. A supervisory approach based on work checking is described, and the role that managers should play in assisting their supervisors to acquire necessary skills is outlined. (14 references) (CLB)

Used the Job Feedback Survey and performance data to examine the relationship between perceived organizational feedback environment and performance among 152 salaried employees. Higher performers were found to have received more total positive feedback, while expressions of dissatisfaction or anger from supervisors was related to lower…

It is proposed that, to keep editors of institutional publications happy, their supervisors use such techniques as productive communication in both individual and group sessions; recognition of achievements; setting goals and objectives for individual and professional development; and sensitivity to needs for support of various kinds. (MSE)