
Management in Social Work
Veronica Coulshed(Author)
Palgrave Macmillan (Publisher)
Published on 25. July 1990
Book
Paperback/Softback
199 pages
978-0-333-51483-2 (ISBN)
Description
This book meets the demand for a straightforward but critical guide to some of the main theories and practices of management. At a time when the idea of the 'practitioner-manager' is taking hold, each social worker is expected to plan, manage time, co-ordinate and monitor services and supervise other staff. These topics plus others from performance appraisal, leadership styles and managing the introduction of change are covered using illustrative case material. Throughout, the need for principled management is emphasised.
More details
Series
Language
English
Place of publication
Basingstoke
United Kingdom
Target group
College/higher education
Professional and scholarly
Product notice
Paperback (UK-trade)
Illustrations
figures, tables, index
Dimensions
Height: 216 mm
Width: 138 mm
Weight
258 gr
ISBN-13
978-0-333-51483-2 (9780333514832)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Persons
Content
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.