The Social Worker as Manager: A Practical Guide to Success

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.

Table of Contents:
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

Review :
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