Published in 1998. The industrial model of the labour process developed by Braverman was applied to social work in the radical social work literature. The book engages in a more critical examination of the application of the labour process perspective to social work, with particular reference to front-line management in a local authority context. It begins with a review of the labour process literature which demonstrates the extent to which the independence of Braverman’s model on scientific management was undermined in the post-Braverman debate. The radical texts' orthodox Bravermanian approach to the social work labour process is considered. In those texts, the social work labour process is represented as having moved towards an industrial model which steadily encroached on the autonomy of front-line field social workers, through managers’ wresting of control over their work. The book advances an alternative model of the social work labour process which takes account of the distinctive features of social work, as a state-mediated, bureau-professional labour process. Findings from a small-scale case study of a social services department are presented. Data from the study are used to test the bureau-professional model of the social work labour process against the orthodox Bravermanian model. Developments in the social services department’s organizational structure are set out and the position of front-line managers is considered through an exploration of their identifications and commitments in relation to management and trade unionism. The data from their accounts support the bureau-professional model of the labour process and the position of front-line managers emerges as more ambiguous than the radical social work literature indicated. Front-line managers did not share global goals with senior management, nor were their interests merged straightforwardly with those of social workers.

This volume is a compilation of information on the essentials of management and leadership. The author presents insightful solutions that can help any social worker maximize his or her contributions to the profession. More than 30 widely acclaimed topic experts offer advice for various organizational settings -- health, mental health, research, academic, all nonprofit sizes, and more. The book also offers general management and leadership concepts that enhance these environment-specific skills, including strategies for fundraising, finance, administration, human resources, and public relations. A reflective look at the history of social work also provides great context for the profession's leadership and management status quo.

Full of expert guidance on leadership and management, this unique book is geared specifically to the needs of social work administrators, educators and practitioners in both academic and agency settings. The contents are fully comprehensive and encompass both theoretical approaches to management and leadership plus a wide variety of practical strategies that can be directly applied to practice. Topics blend the art and science of leadership and management and incorporate all competencies and practice behaviors required by Network for Social Work Management (NSWM) and Council on Social Work Education (CSWE). These include understanding different leadership styles, practicing self-reflection and self-care, methods to motivate teams and mentor others, developing strategic plans, understanding financial management, marketing, fundraising, human resources, program evaluations, community collaboration, and much more. Additionally, the text illustrates the parallels/disparities between social work practice skills, knowledge, and ethics, and those of leadership and management. Instructor resources include PowerPoints for each chapter, lecture notes, and sample syllabi. Print version of the book includes free, searchable, digital access to entire contents. KEY FEATURES: Geared specifically to the needs of social work educators and practitioners in academic and agency settings Incorporates all competencies and practice behaviors required by NSWM and CSWE as cited in each chapter Discusses the differences between management and leadership along with best practices Fosters knowledge and skill development through the use of competency-based real-life cases, self-reflective exercises, and thought-provoking questions Offers examples of how to motivate and work with different age cohorts, community groups, and other stakeholders Addresses the challenges of financial management and fundraising Exhibits specific problem-solving and decision-making strategies

This new practice text provides a series of readings focusing on case management in a number of fields and in a variety of settings with different client populations. Each chapter examines a major component of case management practice by presenting information about an innovative program from a different location around the country. In conjunction, these readings provide a road map to social work case management.In addition to offering up-to-date practice approaches and examining the functions and skills of case management in depth, the authors provide the policy information needed for putting this traditional form of social work practice into today's service delivery context.

Social Work Case Management: Case Studies From the Frontlines by Michael J. Holosko is an innovative book that equips readers with the knowledge and skills they need to be effective case management practitioners in a variety of health and human service organizations. A must-read for students and professionals in social work, this important work introduces a unique Task-Centered Case Management Model built around the unifying principles of the profession—person-in-environment, strengths-based work, and ecological perspective. Over twenty case studies by case managers and professionals offer innovative practice insights, illustrating the practice roles and responsibilities of today's case managers and the realities of conducting case management in today’s growing, exciting, and challenging field.

The second edition of Organisations and Management in Social Work examines the complex organisational settings in which social workers practice and identifies opportunities for taking action for positive change. A robust critique of organisational practices is encouraged throughout the book with an emphasis on active participation in the everyday life of organisations. The new edition covers: - Leadership and supervision - Inter-agency and inter-disciplinary working - Ethical practice and decision-making - Communication and the emotional life of organisations Each chapter includes updated practice examples and reflective questions so readers can apply the knowledge learned to real life practice. It will be essential reading for undergraduate and postgraduate students of social work. The book will also be a valuable text for front-line practitioners and managers wishing to understand the organisational context of social work.

This title was first published in 2000: This text focuses on developments in social work and its management. In doing so, it is of necessity multi-disciplinary: research and literature from the fields of management, organization and social policy, as well as social work, are drawn upon. The major theme of the book is change, which, paradoxically, appears to be the major constant. Change is everywhere and living with change is part of the "modern condition". As the various transformations of social work are articulated, their influence becomes apparent. Each process will constitute a theme around which the content of this book is introduced. Although these processes are interdependent, each will be dealt with in turn.

The third edition of this textbook has been thoroughly revised to meet the needs of today's social work students, professionals and service managers. It illustrates current legislation, policy, procedure and concerns, with additional material included to develop readers' confidence and skills in the context of learning organisations. This book is essential reading for students and practitioners alike, particularly those who need to understand organisation and management theory for study purposes and those who aspire to move into social work management or have been recent promoted. New to this Edition: - Fully revised and reorganised to reflect current legislation and policy - New material added to develop managers' confidence and skills in the context of learning organisations - Experienced new coauthors added to successful writing team

Management and leadership are increasingly important within the organisation and delivery of social care services and now form part of the post qualification framework for social workers. Yet, whilst there is a relatively broad understanding of management concepts and their application in social care, their foundations often go unchallenged both by students and managers. Furthermore, leadership is open to a wide range of interpretations and is often ill-defined with the expectation that we share a common understanding of the term. This text promotes an appreciation of the development of management and leadership thinking and the different themes which inform current ideas. It considers these topics from a range of theoretical standpoints in order to stimulate readers to consider their own experience and expectations of management and leadership. It then demonstrates how these standpoints might promote innovative approaches to management and leadership within social care organisations and ways in which such organisations might then develop. The aim of this challenging text is to encourage critical and informed reflection on current practice. Social Work Management and Leadership is essential reading for students of management and leadership in social care as well as being an invaluable resource for managers who simply wish to consider new approaches to their practice.

Based upon George Ritzer's McDonaldization of Society thesis and incorporating aspects of social theory, this book examines the introduction of care management to social work practice. Donna Dustin analyzes care management as an example of the managerial application of efficiency, calculability, predictability and control to social work practice. These principles, put to good use in organizations that produce tangible outputs at a profit, are being increasingly applied in non-profit public sector organizations where the outcomes require intangibles such as professional relationships. The author examines whether the McDonaldization process heightens dilemmas such as cost versus rights for professionals working in the social services. Using social theory to frame her research with care managers and their managers in the UK, the author examines the day-to-day implications of care management for social work practice and questions whether the construction of service users as customers contributes to empowering practice. The book's in-depth analysis of the policy background, implementation and practice of care management will resonate with social workers in other national contexts, such as the US, where the care management model has been introduced.