Suchergebnisse

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.