Social Worker as Manager: A Practical Guide to Success / Edition 3

Social Worker as Manager: A Practical Guide to Success / Edition 3

by Robert W. Weinbach

ISBN-10: 0205267726

ISBN-13: 9780205267729

Pub. Date: 07/03/1997

Publisher: Pearson Education

Weinbach Back Cover Copy

The Social Worker as Manager:  A Practical Guide to Success

Fifth Edition


Weinbach Back Cover Copy

The Social Worker as Manager:  A Practical Guide to Success

Fifth Edition


By: Robert W. Weinbach (University of South Carolina)



Basic Approach:


The fifth edition of The Social Worker as Manager, designed to help social workers perform management tasks at any level within an organization, combines the presentation of management theory and practical advice.  


This text was written for both students and practitioners who find themselves with increased management responsibilities.  It describes the functions and tasks that all managers perform–at the same time, emphasizing the uniqueness of human service organizations.  The new edition is easy to read, conversational, and contains many new and revised features.


New to This Edition: 

  • A discussion of organizational culture theory (Chapter 3) is supported by numerous references in subsequent chapters.
  • A new section onjob analysis, recruitment, and hiring of staff (Chapter 5) emphasizes legal, ethical, and diversity issues andprovides practical advice for performing important management tasks.
  • The use of committees and task forces is described along with their advantages and disadvantages (Chapter 8).
  • A realistic discussion of boards (Chapters 10 and 11) helps the reader to know how different types of boards function, how and why they often function differently, and how these differences affect social workers as managers.
  • An updated section on technology management (Chapter 11) reflects the increased importance of information technology in today’s human service organizations and how this affects the role of the manager.

What the reviewers are saying…

I will definitely continue to use the text because I think it does a wonderful job conceptualizing the issues related to management, and my students have stated that it is very easy to read.

 —Jenny Jones, University of Tennessee


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




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Product Details

Pearson Education
Publication date:
Edition description:
Older Edition
Product dimensions:
7.06(w) x 9.21(h) x 0.65(d)

Related Subjects

Table of Contents



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




Chapter 2    The Context of Human Services Management

The Task Environment

Comparing Human Service Organizations and Manufacturing




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





PART TWO.  The Major Management Functions


Chapter 4    Planning

What Is Planning?

The Planning Menu

Types of Planning That Occur Within Human Service Organizations




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 




Chapter 6    Promoting a Productive Work Environment

Understanding Individual Motivation

Classical Theories of Motivation

Other Factors That Affect Job Performance

Supporting Staff Growth 




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




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?




Chapter 9    Controlling

The Elements of Control

The Power to Control

The Control Menu

The Ideal Control Package

The Optimum Amount of Control




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






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




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





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