The Social Worker as Manager
A Practical Guide to Success
5th Edition
Published on 14. June 2007
Book
Paperback/Softback
368 pages
978-0-205-50903-4 (ISBN)
Description
The fifth edition of The Social Worker as Manager combines presentation of management theory and practical advice. It is designed to help social workers to successfully perform the tasks of management at any level.
This text was written for both students and those practitioners who find themselves with increased management responsibilities. It describes those functions and tasks that all managers perform while emphasizing how they are shaped by the uniqueness of human service organizations. This edition is easy to read, conversational, and contains many new and revised examples, topics, and practical applications.
This text was written for both students and those practitioners who find themselves with increased management responsibilities. It describes those functions and tasks that all managers perform while emphasizing how they are shaped by the uniqueness of human service organizations. This edition is easy to read, conversational, and contains many new and revised examples, topics, and practical applications.
Reviews / Votes
Here's what the reviewers are saying..."This new emphasis on the ubiquity of `management' at all levels of social work practice...gives this text the widest possible applicability to the current and future social work profession, and to those who teach at all levels and concentrations of social work education, both in the academy and in fields of practice."
- Nancy W. Veeder, Boston College
More details
Edition
5th edition
Language
English
Place of publication
United States
Publishing group
Pearson Education (US)
Target group
Professional and scholarly
Dimensions
Height: 236 mm
Width: 178 mm
Thickness: 19 mm
Weight
576 gr
ISBN-13
978-0-205-50903-4 (9780205509034)
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
Other editions
New editions
Book
10/2010
6th Edition
Pearson
€119.03
Article exhausted; check for reprint
Previous edition
Book
06/2002
4th Edition
Pearson
€75.70
Article exhausted; check for reprint
Content
Preface
PART ONE. Human Services Management in Perspective
Chapter 1 Defining and Describing Management
If There Were No Management
What Exactly Is Management?
The Functions of Management
Management as Both a Science and an Art
Management Ethics
Avoiding Misconceptions about Management
The Presence of Management
Summary
Endnotes
Chapter 2 The Context of Human Services Management
The Task Environment
Comparing Human Service Organizations and Manufacturing
Summary
Endnotes
Chapter 3 Historical Origins of Current Management Theories
Scientific Management
Administrative Management
Bureaucratic Management
Common Shortcomings of Classical Management Theories
Responses to Classical Management Theories
Summary
Endnotes
PART TWO. The Major Management Functions
Chapter 4 Planning
What Is Planning?
The Planning Menu
Types of Planning That Occur Within Human Service Organizations
Summary
Endnotes
Chapter 5 Creating and Managing Staff Diversity
Recruitment and Hiring Issues
The Staff Menu
Creating the Best Mix of Staff Types
Managing Diversity in the Workplace
Summary
Endnotes
Chapter 6 Promoting a Productive Work Environment
Understanding Individual Motivation
Classical Theories of Motivation
Other Factors That Affect Job Performance
Supporting Staff Growth
Summary
Endnotes
Chapter 7 Staff Performance Evaluations and Personnel Actions
Staff Performance Evaluations
Promotions and Transfers
Managing Staff Members Who Are Not Meeting Job Expectations
Termination for Unsatisfactory Work Performance
Termination for Misconduct
Termination for Job Abandonment
Managing the Loss of Other Staff
Exit Interviews
Summary
Endnotes
Chapter 8 Organizing
Basic Ways of Organizing
The Departmentation Menu
Combining Two or More Methods of Departmentation
Delegation as a Way of Organizing
How Much Organizing Is Desirable?
Summary
Endnotes
Chapter 9 Controlling
The Elements of Control
The Power to Control
The Control Menu
The Ideal Control Package
The Optimum Amount of Control
Summary
Endnotes
Chapter 10 Leading
The Elements of Leadership
Leadership Tasks at Different Levels
Theories of Leadership
Other Variables in the Leadership Equation
Creating a Favorable Organizational Climate
Summary
Endnotes
PART THREE. Completing the Management Picture
Chapter 11 Other Important Management Tasks
Financial Management
Time Management
Change Management
Technology Management
Management of Staff Turnover
Program Evaluation
Board management
Summary
Endnotes
Chapter 12 Becoming an Effective Manager
Common Sources of Stress
Is a Management Career Right for Me?
Taking the Job
New and Pre-existing Positions
Surviving and Succeeding as a Manager
Summary
Endnotes
Index
PART ONE. Human Services Management in Perspective
Chapter 1 Defining and Describing Management
If There Were No Management
What Exactly Is Management?
The Functions of Management
Management as Both a Science and an Art
Management Ethics
Avoiding Misconceptions about Management
The Presence of Management
Summary
Endnotes
Chapter 2 The Context of Human Services Management
The Task Environment
Comparing Human Service Organizations and Manufacturing
Summary
Endnotes
Chapter 3 Historical Origins of Current Management Theories
Scientific Management
Administrative Management
Bureaucratic Management
Common Shortcomings of Classical Management Theories
Responses to Classical Management Theories
Summary
Endnotes
PART TWO. The Major Management Functions
Chapter 4 Planning
What Is Planning?
The Planning Menu
Types of Planning That Occur Within Human Service Organizations
Summary
Endnotes
Chapter 5 Creating and Managing Staff Diversity
Recruitment and Hiring Issues
The Staff Menu
Creating the Best Mix of Staff Types
Managing Diversity in the Workplace
Summary
Endnotes
Chapter 6 Promoting a Productive Work Environment
Understanding Individual Motivation
Classical Theories of Motivation
Other Factors That Affect Job Performance
Supporting Staff Growth
Summary
Endnotes
Chapter 7 Staff Performance Evaluations and Personnel Actions
Staff Performance Evaluations
Promotions and Transfers
Managing Staff Members Who Are Not Meeting Job Expectations
Termination for Unsatisfactory Work Performance
Termination for Misconduct
Termination for Job Abandonment
Managing the Loss of Other Staff
Exit Interviews
Summary
Endnotes
Chapter 8 Organizing
Basic Ways of Organizing
The Departmentation Menu
Combining Two or More Methods of Departmentation
Delegation as a Way of Organizing
How Much Organizing Is Desirable?
Summary
Endnotes
Chapter 9 Controlling
The Elements of Control
The Power to Control
The Control Menu
The Ideal Control Package
The Optimum Amount of Control
Summary
Endnotes
Chapter 10 Leading
The Elements of Leadership
Leadership Tasks at Different Levels
Theories of Leadership
Other Variables in the Leadership Equation
Creating a Favorable Organizational Climate
Summary
Endnotes
PART THREE. Completing the Management Picture
Chapter 11 Other Important Management Tasks
Financial Management
Time Management
Change Management
Technology Management
Management of Staff Turnover
Program Evaluation
Board management
Summary
Endnotes
Chapter 12 Becoming an Effective Manager
Common Sources of Stress
Is a Management Career Right for Me?
Taking the Job
New and Pre-existing Positions
Surviving and Succeeding as a Manager
Summary
Endnotes
Index