The Social Worker as Manager
A Practical Guide to Success
6th Edition
Published on 19. October 2010
Book
Paperback/Softback
368 pages
978-0-205-79277-1 (ISBN)
Description
The sixth 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 and in the public, private and non-profit sectors.
The Social Worker as Manager was written for both students and social work practitioners. It describes those management activities that all social workers and 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 suggestions based on the experiences of the authors.
The Social Worker as Manager was written for both students and social work practitioners. It describes those management activities that all social workers and 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 suggestions based on the experiences of the authors.
More details
Edition
6th edition
Language
English
Place of publication
United States
Publishing group
Pearson Education (US)
Target group
College/higher education
Dimensions
Height: 231 mm
Width: 180 mm
Thickness: 17 mm
Weight
490 gr
ISBN-13
978-0-205-79277-1 (9780205792771)
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
08/2014
7th Edition
Pearson
€164.88
Article is exhausted; no reprint
Previous edition
Book
06/2007
5th Edition
Pearson
€81.89
Article exhausted; check for reprint
Persons
Robert W. Weinbach is Distinguished Professor Emeritus at the University of South Carolina, College of Social Work, where he has taught for over thirty years in the areas of research and management. He is also co-author of Research Methods for Social Workers (six editions), Statistics for Social Workers (7 editions),and Applying Social Work Research Knowledge, and is the author of Evaluating Social Work Services and Programs, all books published by Allyn & Bacon, and over 75 other publications. His management focus is in health/mental health programs and in program evaluation.
Lynne M. Taylor is a full-time faculty member at Radford University in the School of Social Work. She teaches practice, social policy and management courses, and an elective course on loss and grief. Prior to joining the faculty there in 2008, she worked in adoptions, child protection and medical social work and (most recently) as a manager in three different non-profit organizations, while also teaching part-time for over ten years in most all areas of the curriculum at the University of South Carolina, College of Social Work. She is a co-author of Applying Social Work Research Knowledge, third edition, published by Allyn & Bacon.
Lynne M. Taylor is a full-time faculty member at Radford University in the School of Social Work. She teaches practice, social policy and management courses, and an elective course on loss and grief. Prior to joining the faculty there in 2008, she worked in adoptions, child protection and medical social work and (most recently) as a manager in three different non-profit organizations, while also teaching part-time for over ten years in most all areas of the curriculum at the University of South Carolina, College of Social Work. She is a co-author of Applying Social Work Research Knowledge, third edition, published by Allyn & Bacon.
Content
Preface
PART ONE * Human Services Management in Perspective
1 Defining and Describing Management
Why We Need Management
What Is Management?
What Do Managers Do?
Management Activities
What Managers Seek to Accomplish
Examples of Management
Management as Both a Science and an Art
Basic Assumptions about Management
Management Is Everyone's Work
Management and Services Are Interdependent
Good Management Requires Technical, Conceptual and Interpersonal Skills
Management Knowledge Comes from Many Places
Management Ethics
The Presence of Management
Summary
Endnotes
2 What Makes Human Services Management Different?
The Task Environment
Different Types of Task Environments
Improving Relationships with the Task Environment
Other Important Differences
Emphasis on Efficiency
Loyalty and Dependency
Attitudes about Competition
Marketing Strategies
Available Cause and Effect Knowledge
Interaction with the Consumer
Indicators of Success
Role of Supervisors
The Prime Beneficiary
Non-Profit Organizations
Types
Lobbying
Advocacy
Summary
Endnotes
3 Historical Origins of Current Approaches to Management
Scientific Management
Limitations of Scientific Management
Current Applications of Scientific Management
Administrative Management
Limitations of Administrative Management
Current Application of Administrative Management
Bureaucratic Management
Limitations of Bureaucratic Management
Current Applications of Bureaucratic Management
Common Shortcomings of Classical Management Theories
Responses to Classical Management Theories
The Modern Structuralists
Human Relations
Contingency Theory
Participative Management
Organizational Culture
Summary
Endnotes
PART TWO * Major Management Activities
4 Leading
The Elements of Leadership
Leadership Tasks at Different Levels
Leadership at the Board Level
Leadership at Other Levels
Theories of Leadership
Trait Theories
Behavioral Theories
"Style" Theories
Contingency Theories
Other Variables in the Leadership Equation
Creating a Favorable Organizational Climate
Teamwork
Mutual Respect and Confidence
Understanding of Respective Roles
Advocacy
Maximum Autonomy
Good Communication
Summary
Endnotes
5 Planning
Five Types of Plans
Missions
Goals
Objectives
Strategies
Budgets
Strategic Planning
Contingency Planning
Summary
Endnotes
6 Influencing Day-to-Day Activities of Others
Setting Limits
The Power to Influence
Legitimized Power
Power and the Informal Organization
Methods for Influencing
Formal Guides for Action
Information
Advice
Directives
Example
The Ideal Mix
It Is Comfortable
It Is Depersonalized
It Has the Potential to Improve
It Is Efficient
It Is Enforceable
It Focuses on Critical Issues
The Optimum Amount of Influence
What Is Micro-managing?
Summary
Endnotes
7 Organizing People and Tasks
Creating Manageable Work Units
Simple Numbers
Time Worked
Discipline
Enterprise
Territory Served
Service Offered
Client Problem
Interdisciplinary Teams
Marketing Channels
Combining Two or More Methods
Delegation
Key Terminology
Types of Authority
Delegation to Committees and Task Forces
Desirable Characteristics for Delegation
How Much Organizing Is Desirable?
Summary Endnotes
8 Fostering and Managing Staff Diversity
Recruitment and Hiring
Recruitment
Other Issues in Hiring
Staff "Types" within Human Service Organizations
Professionals
Preprofessionals
Paraprofessionals
Indigenous Nonprofessionals
Support Staff
Volunteers
Creating the Optimal Mix
Managing Diversity in the Workplace
Types of Diversity
Diversity among Subordinates
Diversity among Managers
Discrimination, Prejudice, and Stereotypes
Negative Stereotypes and Discrimination
"Positive" Stereotypes and Discrimination
Another Form of Diversity in the Workplace
Summary
Endnotes
9 Promoting a Productive Work Environment
Understanding Individual Motivation
Maslow's Hierarchy of Needs
Herzberg's Two-Factor Theory
McClelland's Needs Theory
Other Theories of Individual Motivation
Other Factors That Affect Job Performance
Professional Values and Ethics
Influence of the Work Group
Loyalties
Supervision
Supervisory Roles and Responsibilities
Attributes of Good Supervision
Alternative Supervisory Models
Summary
Endnotes
10 Promoting Professional Growth
Staff Performance Evaluations
Why Do Social Workers Dislike Performance Evaluations?
The Benefits of Performance Evaluations
Characteristics of a Good Evaluation
Conducting Performance Evaluations
Trends in Performance Evaluations
Promotions
Common Issues
Other Issues That May be Relevant
Transfers
11 Managing Staff Problems
Problem Behaviors
Natural Consequences
Penalties and Sanctions
Inadequate Work Performance
Verbal Reprimands
Written Reprimands
Warnings and Contracts
Termination
Gross Misconduct
Job Abandonment
Exit Interviews
Summary
Endnotes
12 Financial Management and Technology Management
Managing and Acquiring Resources
Managing Resources Well
Fund Acquisition
Non-Traditional Funding Sources
Technology Management
Changes That Have Occurred
The Technology Deluge
The Internet
E-mail
Other Confidentiality Threats to Organizations
Looking Ahead
Summary
Endnotes
PART THREE * Completing the Management Picture
13 Other Important Management Responsibilities
Change Management
Resistance to Change
Implementing Change
Managing Staff Turnover
Burnout
Lack of Stimulation
Lack of Opportunity for Advancement
Program Management
Programs and Logic Models
Management and Program Evaluations Board Management
Summary
Endnotes
14 Becoming and Remaining a Successful Manager
Common Sources of Stress
Criticism and Conflict
Loss of Client Contact
Responsibility for Decision Making
Power Issues
Interpersonal Relationships with Subordinates
Is a Management Career Right for Me?
Errors in Decision Making
Changes to Expect
A Guide for Decision Making
Taking the Job
Managers New to the Organization
Managers Promoted from within
New and Preexisting Positions
Following the Popular Manager
Following the Less Popular Manager
Surviving and Succeeding as a Manager
Developing an Effective Management Style
Managers' Needs and Organizational Needs
Growing as a Manager
Summary
Endnotes
Index
PART ONE * Human Services Management in Perspective
1 Defining and Describing Management
Why We Need Management
What Is Management?
What Do Managers Do?
Management Activities
What Managers Seek to Accomplish
Examples of Management
Management as Both a Science and an Art
Basic Assumptions about Management
Management Is Everyone's Work
Management and Services Are Interdependent
Good Management Requires Technical, Conceptual and Interpersonal Skills
Management Knowledge Comes from Many Places
Management Ethics
The Presence of Management
Summary
Endnotes
2 What Makes Human Services Management Different?
The Task Environment
Different Types of Task Environments
Improving Relationships with the Task Environment
Other Important Differences
Emphasis on Efficiency
Loyalty and Dependency
Attitudes about Competition
Marketing Strategies
Available Cause and Effect Knowledge
Interaction with the Consumer
Indicators of Success
Role of Supervisors
The Prime Beneficiary
Non-Profit Organizations
Types
Lobbying
Advocacy
Summary
Endnotes
3 Historical Origins of Current Approaches to Management
Scientific Management
Limitations of Scientific Management
Current Applications of Scientific Management
Administrative Management
Limitations of Administrative Management
Current Application of Administrative Management
Bureaucratic Management
Limitations of Bureaucratic Management
Current Applications of Bureaucratic Management
Common Shortcomings of Classical Management Theories
Responses to Classical Management Theories
The Modern Structuralists
Human Relations
Contingency Theory
Participative Management
Organizational Culture
Summary
Endnotes
PART TWO * Major Management Activities
4 Leading
The Elements of Leadership
Leadership Tasks at Different Levels
Leadership at the Board Level
Leadership at Other Levels
Theories of Leadership
Trait Theories
Behavioral Theories
"Style" Theories
Contingency Theories
Other Variables in the Leadership Equation
Creating a Favorable Organizational Climate
Teamwork
Mutual Respect and Confidence
Understanding of Respective Roles
Advocacy
Maximum Autonomy
Good Communication
Summary
Endnotes
5 Planning
Five Types of Plans
Missions
Goals
Objectives
Strategies
Budgets
Strategic Planning
Contingency Planning
Summary
Endnotes
6 Influencing Day-to-Day Activities of Others
Setting Limits
The Power to Influence
Legitimized Power
Power and the Informal Organization
Methods for Influencing
Formal Guides for Action
Information
Advice
Directives
Example
The Ideal Mix
It Is Comfortable
It Is Depersonalized
It Has the Potential to Improve
It Is Efficient
It Is Enforceable
It Focuses on Critical Issues
The Optimum Amount of Influence
What Is Micro-managing?
Summary
Endnotes
7 Organizing People and Tasks
Creating Manageable Work Units
Simple Numbers
Time Worked
Discipline
Enterprise
Territory Served
Service Offered
Client Problem
Interdisciplinary Teams
Marketing Channels
Combining Two or More Methods
Delegation
Key Terminology
Types of Authority
Delegation to Committees and Task Forces
Desirable Characteristics for Delegation
How Much Organizing Is Desirable?
Summary Endnotes
8 Fostering and Managing Staff Diversity
Recruitment and Hiring
Recruitment
Other Issues in Hiring
Staff "Types" within Human Service Organizations
Professionals
Preprofessionals
Paraprofessionals
Indigenous Nonprofessionals
Support Staff
Volunteers
Creating the Optimal Mix
Managing Diversity in the Workplace
Types of Diversity
Diversity among Subordinates
Diversity among Managers
Discrimination, Prejudice, and Stereotypes
Negative Stereotypes and Discrimination
"Positive" Stereotypes and Discrimination
Another Form of Diversity in the Workplace
Summary
Endnotes
9 Promoting a Productive Work Environment
Understanding Individual Motivation
Maslow's Hierarchy of Needs
Herzberg's Two-Factor Theory
McClelland's Needs Theory
Other Theories of Individual Motivation
Other Factors That Affect Job Performance
Professional Values and Ethics
Influence of the Work Group
Loyalties
Supervision
Supervisory Roles and Responsibilities
Attributes of Good Supervision
Alternative Supervisory Models
Summary
Endnotes
10 Promoting Professional Growth
Staff Performance Evaluations
Why Do Social Workers Dislike Performance Evaluations?
The Benefits of Performance Evaluations
Characteristics of a Good Evaluation
Conducting Performance Evaluations
Trends in Performance Evaluations
Promotions
Common Issues
Other Issues That May be Relevant
Transfers
11 Managing Staff Problems
Problem Behaviors
Natural Consequences
Penalties and Sanctions
Inadequate Work Performance
Verbal Reprimands
Written Reprimands
Warnings and Contracts
Termination
Gross Misconduct
Job Abandonment
Exit Interviews
Summary
Endnotes
12 Financial Management and Technology Management
Managing and Acquiring Resources
Managing Resources Well
Fund Acquisition
Non-Traditional Funding Sources
Technology Management
Changes That Have Occurred
The Technology Deluge
The Internet
Other Confidentiality Threats to Organizations
Looking Ahead
Summary
Endnotes
PART THREE * Completing the Management Picture
13 Other Important Management Responsibilities
Change Management
Resistance to Change
Implementing Change
Managing Staff Turnover
Burnout
Lack of Stimulation
Lack of Opportunity for Advancement
Program Management
Programs and Logic Models
Management and Program Evaluations Board Management
Summary
Endnotes
14 Becoming and Remaining a Successful Manager
Common Sources of Stress
Criticism and Conflict
Loss of Client Contact
Responsibility for Decision Making
Power Issues
Interpersonal Relationships with Subordinates
Is a Management Career Right for Me?
Errors in Decision Making
Changes to Expect
A Guide for Decision Making
Taking the Job
Managers New to the Organization
Managers Promoted from within
New and Preexisting Positions
Following the Popular Manager
Following the Less Popular Manager
Surviving and Succeeding as a Manager
Developing an Effective Management Style
Managers' Needs and Organizational Needs
Growing as a Manager
Summary
Endnotes
Index