Management in Social Work
In: Practical Social Work Ser.
Cover -- Title -- Copyright -- Contents -- Dedication -- List of figures -- Acknowledgement -- Introduction -- Aims of the book -- The managerial context of social work -- A note on terminology and language -- Producing this edition -- Structure of the book -- 1 Why study management? -- The relevance of management theory to social work -- Why all social workers are managers -- Should all managers be social workers? -- 2 Management theory and organisational structures -- Scientific managerialism: classical theories -- Organisational structures -- Human relations theorists -- The organisation becoming more complex: the systems model -- Where are we now? Complexity and the challenge of constant change -- 3 Cultural change and quality standards -- Culture -- Quality -- Managing change -- Conclusion -- 4 Management as vision, strategy and leadership, or management of uncertainty? -- Vision and mission: the link with strategic planning -- Strategy -- Operational planning -- Leadership role and style -- Using power responsibly -- Leadership and management tasks -- Beyond leadership: the management of uncertainty -- Conclusion -- 5 Matching people and jobs -- Job analysis -- Job description -- Person specification -- Recruitment -- Shortlisting -- Selection -- Induction and departure: rites of passage -- Conclusion -- 6 The human resource: meeting the needs of staff -- Supervision -- Performance appraisal -- Staff development -- Staff care -- Self-help support and self-directed learning -- Conclusion -- 7 Managing diversity -- Anti-discrimination legislation -- Equal opportunities policies -- Representativeness in the labour market -- Opening up our thinking about work -- Conclusion -- 8 Conclusion -- Personal style and principles: time to invent anti-oppressive policy? -- And the world moves on -- References -- Index.