This document aims to help agencies adapt to supported employment by considering how to manage both the timing and the processes used in facilitating change. It provides a systematic evaluation of the administration of supported employment. Supported employment administration is compared to administration of traditional vocational rehabilitation programs. Strategies are provided for supervising staff, negotiating with funding agencies, and allocating resources. The text is organized so that portions of it can be used as working documents for executives, mid-level managers, and supervisors as they plan for supported employment. A chapter titled "Managing Change: The Challenge to Executive Leadership" discusses the role of vision in management, the role of mission in management, strategic planning for supported planning, guidelines, and resource management. The implications of supported employment programs for mid-level facility managers are then discussed in a chapter titled "Managing Discrepancies: The Mid-Level Management Challenge." Changes needed in the roles of traditional government funding sources in order to provide intensive initial job site training and continuing long-term support are examined. Ways in which supported employment redefines and challenges supervisory management to be more flexible in staffing and personnel retention are reviewed. An appendix contains a form for supported employment self-diagnosis. (Includes 37 references) (JDD)