A reader-friendly, comprehensive discussion of social work management
The Social Worker as Manager: A Practical Guide to Success provides an understanding of the functions and responsibilities of managers at any level - from supervisor to executive director. The seventh edition emphasizes how management is an integral part of social work practice and critical to the success of human service programs and services. This title is written for both students and social work practitioners. It describes those management activities that social workers in the public, private and non-profit sectors encounter 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.
Robert W. Weinbach is Distinguished Professor Emeritus at the University of South Carolina, College of Social Work, where he has taught graduate level courses, conducted research, and written about research and human service management for many years. He has also taught at the University of Georgia and in South Korea and Switzerland. He is the author or co-author of Statistics for Social Workers (9 editions, Research Methods for Social Workers (7 editions) and Evaluating Social Work Services and Programs, all published by Pearson, as well as other books and monographs. He holds an MSW from State University of New York, Buffalo, and a Ph.D. from Ohio State University
Lynn M. Taylor is an Accreditation Specialist with the Council on Social Work Education. She worked in direct practice in the areas of child protection and medical social work for many years, and has held high level administrative positions in several human service organizations. She also taught at the University of South Carolina, College of Social Work, in both the USA and South Korea. She was an Assistant Professor at the school of social work, Radford University for five years, where she taught both undergraduate and graduate courses. She is a co-author of
Applying Research Knowledge/A workbook for Social Work Students, 3
rd edition (Pearson). She holds MSW and Ph.D. degrees from the University of South Carolina, College of Social Work.
In This Section:
I) Brief Table of Contents
II) Detailed Table of Contents
I) Brief Table of Contents
PART ONE: HUMAN SERVICES MANAGEMENT IN PERSPECTIVE
Chapter 1. Defining and Describing Management
Chapter 2. What Makes Human Services Management Different?
Chapter 3. Historical Origins of Current Approaches to Management
PART TWO: MAJOR MANAGEMENT ACTIVITIES
Chapter 4. Leading
Chapter 5. Planning
Chapter 6. Influencing Day-to-Day Activities of Others
Chapter 7. Organizing People and Tasks
Chapter 8. Fostering and Managing Staff Diversity
Chapter 9. Promoting a Productive Work Environment
Chapter 10. Promoting Professional Growth
Chapter 11. Addressing Staff Problems
Chapter 12. Financial Management and Technology Management
PART THREE: COMPLETING THE MANAGEMENT PICTURE
Chapter 13. Other Important Management Responsibilities
Chapter 14. Becoming and Remaining a Successful Manager
II) Detailed Table of Contents
PART ONE: HUMAN SERVICES MANAGEMENT IN PERSPECTIVE
Chapter 1. Defining and Describing Management
Management Is Not an Option
What Is Management?
What Do Managers Do?
Four Basic Assumptions about Management
Social Work Ethics and Management
Social Work’s Core Competencies and Management
Chapter 2. What Makes Human Services Management Different?
The Task Environment
Other Characteristics of Human Service Organizations
Non-Profit Organizations
Chapter 3. Historical Origins of Current Approaches to Management
Scientific Management
Administrative Management
Bureaucratic Management
Common Shortcomings of the Classical Management Theories
PART TWO: MAJOR MANAGEMENT ACTIVITIES
Chapter 4. Leading
The Elements of Leadership
Leadership Tasks at Different Levels>
Theories of Leadership
Leadership and Followership
Creating a Favorable Organizational Climate
Chapter 5. Planning
Five Types of Plans
Planning for What Might Happen
Agency Planning
Chapter 6. Influencing Day-to-Day Activities of Others
Setting Limits
The Power to Influence
Methods for Influencing
The Optimum Amount of Influence
What Is Micromanaging?
Chapter 7. Organizing People and Tasks
Creating Manageable Work Units
Time Management
Delegation
How Much Organizing Is Optimal?
Chapter 8. Fostering and Managing Staff Diversity
Recruitment and Hiring
Staff “Types” within Human Service Organizations
Managing Diversity in the Workplace
Discrimination, Prejudice, and Stereotypes
Another Form of Diversity in the Workplace
Chapter 9. Promoting a Productive Work Environment
Understanding Individual Motivation
Other Factors That Affect Job Performance
Supervision
Chapter 10. Promoting Professional Growth
Staff Performance Evaluations
Continuing Education
Promotions
Transfers
Chapter 11. Addressing Staff Problems
Addressing Specific Problem Behaviors
Inadequate Job Performance
Job Abandonment
Gross Misconduct
Exit Interviews
Chapter 12. Financial Management and Technology Management
Managing and Acquiring Resources
Technology Management
PART THREE: COMPLETING THE MANAGEMENT PICTURE
Chapter 13. Other Important Management Responsibilities
Change Management
Prevent Staff Turnover
Program Management
Board Managment
Chapter 14. Becoming and Remaining a Successful Manager
Common Sources of Stress among Managers
Is a Management Career Right for You?
Taking the Job
New and Preexisting Positions
Surviving and Succeeding as a Manager
Other versions by this Author
