Article Critique

Article Critique
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Article Critique
The current employee posts that they can deliver quality work with or without supervision. Unfortunately, some organizational contexts demand the presence of supervision to help realize their organizational goals. Truter and Fouché (2015), describe that guidance is a process by which a worker is engaged in given responsibilities to meet particular professional and personal objectives. The objectives aim at enhancing the degrees of accountability, performance, competence and sustain professional development in the organization. Unfortunately, despite the primary goals to be attained by introducing supervision, political tensions may have an impact on the ability to deliver quality work and hence organizational objectives. Over time, a majority of the firms have perceived supervision as a contextually informed activity. Adamson (2011), claims that the nature of supervision implies that it cannot remain politically innocent, given the fact that different firms have varying structures and different managerial functions. Thus, given the circumstances that surround the roles of supervision, politics may form a critical part of the task to help nurture resilience and the delivery of expected work outcomes.
The supervision model hinted in the paper is that of nurturing resilience. Recognizing resilience plays an instrumental role in determining whether colleagues promote diversity and can handle issues of adversity.

The ability to encourage difficulty implies that those in charge can accommodate neoliberal agendas by focusing on the compliance of those that they are dealing with. It also ensures that those in charge can look at issues beyond the status associated with poor resourcing, inequitable working conditions, and differing political agendas that may have an impact on the wellbeing of workers. Thus, the article mentions that resilience in supervision can be cultivated, encouraged, or disrupted depending on the attitudes of those at work. However, resilience emerges from people’s actions especially in times of unexpected and challenging circumstances. Accordingly, social work emphasizes the need to strengthen and reinforce perspectives regarding indigenous worldviews. All persons have different strategies to address issues of concern. Most importantly, resilience in social works should take into account personal historical accounts and moral and ethical codes of the person. Subsequently, the environment should foster to nurture professional identity, knowledge, and education theories as well as develop a work-life balance. Finally, the creation of relevant political and legal frameworks within organizational settings will play vital roles in ensuring that ideal relationships are created within organizational contexts to promote cooperation and coexistence.
Supervision should aim at creating an ideal environment for professional development and practice. Taking into account the capabilities of resilience, Adamson (2011), connotes that the factors provide a perfect response mechanism upon which elements associated with the history of a person and the capacity to respond to complex and uncertain circumstances. Supervision plays a vital role in strengthening a workers capacity to handle complex practice situations while adhering to the correct ethical professional behavior. The management of resilience in the context described by Adamson (2011) also underpins a psychologically construed response, which helps to manage empathy, social competence and build the reflective ability of a person to deliver satisfactory work. Thus, supervision should be seen as an ideal mechanism to create and maintain resilience as well as ensure that the workforce is sustained and supported to attain its objectives. The process helps to build consistency in work delivery and ensures the development of more critical roles and responsibilities amongst the workers.
The article’s emphasis on resilience and a better understanding of the role of supervision amongst social workers indicates that firms should invest in viable methods of boosting social support (Adamson, Beddoe, & Davys, 2012). The creation of a protective environment, whose interests are only entrenched on the performance of a person, is more important. Arguably, concepts of resilience and social support provide an ideal environment upon which workers can focus on the objectives of their work rather than their differences. Besides, resilience gives workers a unique approach to understanding the barriers that they face when at work. It ensures that rather than normalize people’s behavior and performance, the workers receive guidance to deliver quality results.
Another great lesson from the article is the fact that it highlights supervision as a general mechanism to help build organizational competency to realize its objectives. Social work entails varying competencies. Thus, unless a worker is matched with the ideal job description, it is likely that they would be incapable of delivering expected results. Through supervision, employees develop varying stress management and self-care strategies, all of which are essential for maintaining high standards of work. Supervision should also aim at not only meeting the interests of the organization concerned but also ensure that individuals develop relevant methods to build their responses to handling any responsibilities at work (Truter & Fouché, 2015). Besides, the concept of supervision plays an instrumental role in giving organization owners the chance to ensure that available resources are put into the ideal use to help minimize wastage and foster responsibility amongst the work. At some point, Adamson (2011) explains that through supervision, the firm can realize critical areas that need increased focus and attention to ensure that adequate resources are available to meet the objectives of the work. The supervisors will help ensure that the capacities available for work production are available to help match the competence and responsibilities allocated to every employee.
The article presents various views regarding supervision. Millennial workers will admit that they prefer working in carefree environments whereby they are not necessarily supervised. However, social workers will admit that the context of their work may require supervision to help them cope with adversity. Social workers have been trained to adhere to the ethical principles of their work. They have been taught to develop resilience as a strategy to help attain the best work results. However, theories of social work indicate that supervision is not politically innocent. Those in charge must be mindful of the contexts of their operations and the support that they ought to give to ensure the development of professional supervision and support. Rather than focus on the need to cope and thus diminish the outcomes of the work, the development of an environmentally sensitive capacity would help strengthen organizational capabilities to build a resilient workforce.
The lessons derived from the article are thus applicable in any organizational context that supports adversity. Social work endorses a client-focused emancipatory practice, which helps the inclusion of several worldviews that tend to collide in beliefs and culture. However, inculcating the spirit of reliance and focusing on the need to promote adversity helps to reflect on a neoliberal agenda, which looks at the needs of all persons using the same lens to realize a common objective. Resilience should provide a platform upon which employees can react to different conditions that may trigger stress. Thus, supervision should aim at creating an ideal environment for the employees despite the fact that it is not politically innocent.

References
Adamson, C., Beddoe, L., & Davys, A. (2012). Building resilient practitioners: Definitions and practitioner understandings. British Journal of Social Work, 32(1), 100-117.
Adamson, C. (2011). Supervision is not politically innocent. Australian Social Work, 65(2), 185-196.
Truter, E., & Fouché, A. (2015). Reflective supervision: Guidelines for promoting resilience amongst designated social workers. Social Work, 51(2), 221-243.