The Social Worker as Manager: A Practical Guide to Success / Edition 6

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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.

Incl. context of human services mgmt; promoting work performance; staff diversity; management style etc.

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Editorial Reviews

A reader-friendly text for a one-term course in management for either bachelor's degree or master's degree students. Contains sections on management in perspective, functions of management, and preparing for management in the human services. Useful for students who will never take another course in management as well as for those who will go on to advanced study of administration and management, and for social work practitioners with management responsibilities. This third edition is reorganized and contains all new cases. Annotation c. by Book News, Inc., Portland, Or.
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Product Details

  • ISBN-13: 9780205792771
  • Publisher: Pearson
  • Publication date: 9/24/2010
  • Series: Pearson Custom Social Work Series
  • Edition description: Older Edition
  • Edition number: 6
  • Pages: 368
  • Product dimensions: 4.10 (w) x 7.00 (h) x 0.80 (d)

Meet the Author

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.

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Table of Contents


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



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






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



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


Mutual Respect and Confidence

Understanding of Respective Roles


Maximum Autonomy

Good Communication



5 Planning

Five Types of Plans






Strategic Planning

Contingency Planning



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





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?



7 Organizing People and Tasks

Creating Manageable Work Units

Simple Numbers

Time Worked



Territory Served

Service Offered

Client Problem

Interdisciplinary Teams

Marketing Channels

Combining Two or More Methods


Key Terminology

Types of Authority

Delegation to Committees and Task Forces

Desirable Characteristics for Delegation

How Much Organizing Is Desirable?



8 Fostering and Managing Staff Diversity

Recruitment and Hiring


Other Issues in Hiring

Staff “Types” within Human Service Organizations




Indigenous Nonprofessionals

Support Staff


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



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



Supervisory Roles and Responsibilities

Attributes of Good Supervision

Alternative Supervisory Models



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


Common Issues

Other Issues That May be Relevant


11 Managing Staff Problems

Problem Behaviors

Natural Consequences

Penalties and Sanctions

Inadequate Work Performance

Verbal Reprimands

Written Reprimands

Warnings and Contracts


Gross Misconduct

Job Abandonment

Exit Interviews



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



PART THREE • Completing the Management Picture

13 Other Important Management Responsibilities

Change Management

Resistance to Change

Implementing Change

Managing Staff Turnover


Lack of Stimulation

Lack of Opportunity for Advancement

Program Management

Programs and Logic Models
Management and Program Evaluations

Board Management



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




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