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Communication in Social Work focuses on the role of communication in social work. This book discusses aspects of communication in the helping process and illustrates where information and advice on their own would not have been helpful to the client.

Cover -- Half-Title -- Series -- Title -- Copyright -- Dedication -- Brief Contents -- Contents -- List of Figures -- Acknowledgements -- Preface -- 1 Theory for practice -- Introduction -- Why practice needs theory -- What is theory? -- Theory for practice -- Organisation of theory -- Using theory -- Conclusion -- Part I Social Work Processes -- 2 Social work processes: assessment -- Introduction -- Assessment theories -- Assessment models -- Assessment as CORE -- Assessment of risk -- Assessment of need -- Assessments and oppression -- User participation in assessment -- Multi-professional assessment -- Conclusion -- 3 Social work processes: advocacy and partnership -- Introduction -- Systems theory -- User participation -- Empowerment -- Advocacy -- Negotiating -- Conclusion -- 4 Social work processes: communication -- Introduction -- Interviewing -- Skills in interviewing -- Responding -- Barriers to communication -- Conclusion -- 5 Social work processes: reflection and review -- Reflective practice -- Review -- Implications of review for practice -- Ending interventions -- Conclusion -- Part II Methods of Intervention -- 6 Counselling -- Context -- Developments in social work -- The psychosocial approach as a method of understanding -- Framework for understanding the psychosocial approach -- Psychosocial techniques -- Criticisms of the psychosocial approach -- Some benefits of the psychosocial approach -- Counselling in social work -- Client-centred counselling -- Egan's systematic helping -- Incorporating diversity -- Narrative approaches -- Conclusion -- 7 Crisis interventions -- Introduction -- What do we mean by 'crisis'? -- Framework for understanding crisis intervention -- Techniques of crisis intervention -- Bereavement and loss -- Coping with catastrophe -- Prevention -- Conclusion -- 8 Problem solving practice -- Introduction.

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.