Management in Social Work

Part 1 Why study management?: the relevance of management theory to social work; why all social workers are managers; should all managers be social workers. Part 2 Organizational structures and management theorists: classical theories and scientific management; Max Weber; Henri Fayol; Frederick W.Taylor; human relations theorists; Elton Mayo; Chris Argyris; Douglas McGregor; Rensis Likert; Mary Parker Follett; systems theories; Joan Woodward; Eric Trist; future developments; case - restructuring from generic to specialist teams. Part 3 Planning: agency purpose, policy, programmes and priorities: planning; policy development; the mission statement; strategic planning; operational planning; budgeting; needs assessment; developing new projects; priorities and workload planning systems; case study - developing a migrant resource centre, developing services for men. Part 4 Management technologies: management by objectives; caseload management; time management; performance appraisal; matching people and jobs - job analysis, job description, recruitment and selection; how organizations can prevent "burnout"; employee assistance programmes; managing the introduction of change; decision making; delegation; case study - reducing stress among social security staff. Part 5 Management skills: leadership; using power responsibly; conflict resolution and dealing with disciplinary matters; conducting meetings; coordination and working together with other organizations; case study - difficulties in team leadership. Part 6 Supervision and consultation: does supervision undermine professional autonomy?; staff supervision - purpose and methods; the supervision session; supervision volunteers and natural helpers; consultation; case study - pitfalls of brief consultation to staff in group care. Part 7 Equal opportunities?: parallels between women and black people; black and ethnic minority workers and managers; women in management; some strategies for change; case study - women managers talking.