Social Worker as Manager, The

Description

• Reflects Social Workers’ Perspectives – This reader-friendly title is written for social workers, by social workers.  It reflects an understanding of the unique issues and challenges that are encountered by managers in human service organizations. There is an emphasis on diversity, management ethics, and evidence-based practice throughout.
• Demonstrates Difficult Concepts – Loaded with current, real-life examples, drawn from the various social work fields of practice, students will gain a better explanation of difficult concepts. All case-examples include revised and new questions to test readers’ understanding of the material. Chapter 14: Becoming and Remaining a Successful Manager includes a new case example.
• Improves Understanding Through Application –  To further students understanding of the material, an Applications section in each chapter encourages students to apply the management techniques that they have learned. These exercises can be assigned for individual completion and/or can be used for group class discussion.
• Incorporates Technology Issues – Updated information on technology, with emphasis on such current issues as use of social media and personal electronic devices in the workplace are discussed. Chapter 12: Financial Management and Technology Managementexamines general issues such as the use of personal computers by staff members in their work, rather than the organization supplying them.
• Integrates CSWE Competences –  Content on CSWE’s Basic Competencies is introduced in Chapter 1 and referred to throughout the book in discussing the skills needed to perform the various tasks of management.

Chapter 1.    

• Re-organized and revised content with new content on CSWE’s Core Competencies.

Chapter 2.    

• More discussion on hostile task environments and how they impact the role of managers.

Chapter 3.    

• Additional content on the classic management theories (especially bureaucratic management) and the influence they continue to exert on today’s management practices.

Chapter 4.   

• New content on factors that affect an individual’s management style.

Chapter 5.    

• New content on how an organization’s missions, goals, and objectives are used to influence staff members’ behaviors.

Chapter 6.   

• Additional emphasis on how the organization as a system may be contributing to individual staff problems, and how changes to it can lead to improved efficiency and effectiveness.

Chapter 7.    

• More content on committees and task forces and how they differ.
• Am introduction of the concepts of tall and flatter organizations and how they impact the job of managers.

Chapter 8.   

• New content on the use of and the job expectations for volunteer coordinators.

Chapter 9.   

• More content on group influences on individual staff members’ behaviors.

Chapter 10.  

• More information on the use of education as preparation for unknown future situations.
• More information on the benefits of staff performance evaluations.

Chapter 11.  

• Additional content on the use of job abandonment for terminating underperforming staff members.

Chapter 12.  

• Less technical (and quickly outdated) references to specific software and applications for dealing with IT problems.
• More on general issues such as the use of personal computers by staff members in their work, rather than the organization supplying them.

Chapter 13.  

• More on retention of staff members and the cost of staff turnover.

Chapter 14.  

• A new case example.
• A new Figure (14.2) summarizing the desirability of and problems related to personal need meeting by managers in the workplace.

Robert W. Weinbach is Distinguished Professor Emeritus at the University of South Carolina, College of Social Work, where he has taught graduate level courses, conducted research, and written about research and human service management for many years. He has also taught at the University of Georgia and in South Korea and Switzerland. He is the author or co-author of Statistics for Social Workers (9 editions, Research Methods for Social Workers (7 editions) and Evaluating Social Work Services and Programs, all published by Pearson, as well as other books and monographs. He holds an MSW from State University of New York, Buffalo, and a Ph.D. from Ohio State University

Lynn M. Taylor is an Accreditation Specialist with the Council on Social Work Education. She worked in direct practice in the areas of child protection and medical social work for many years, and has held high level administrative positions in several human service organizations. She also taught at the University of South Carolina, College of Social Work, in both the USA and South Korea. She was an Assistant Professor at the school of social work, Radford University for five years, where she taught both undergraduate and graduate courses. She is a co-author of Applying Research Knowledge/A workbook for Social Work Students, 3 ^rd edition (Pearson). She holds MSW and Ph.D. degrees from the University of South Carolina, College of Social Work.

A reader-friendly, comprehensive discussion of social work management. This title is also available as a more affordable e-book.

The Social Worker as Manager: A Practical Guide to Success  provides an understanding of the functions and responsibilities of managers at any level – from supervisor to executive director.  The seventh edition emphasizes how management is an integral part of social work practice and critical to the success of human service programs and services. This title is written for both students and social work practitioners. It describes those management activities that social workers in the public, private and non-profit sectors encounter and 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 suggestions based on the experiences of the authors.

Instructors, visit pearsonhighered.com/etextbooks to register for your digital examination copy, or contact your Pearson Representative to learn more.

A reader-friendly, comprehensive discussion of social work management. This title is also available as a more affordable e-book.

The Social Worker as Manager: A Practical Guide to Success  provides an understanding of the functions and responsibilities of managers at any level – from supervisor to executive director.  The seventh edition emphasizes how management is an integral part of social work practice and critical to the success of human service programs and services. This title is written for both students and social work practitioners. It describes those management activities that social workers in the public, private and non-profit sectors encounter and 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 suggestions based on the experiences of the authors.

Instructors, visit pearsonhighered.com/etextbooks to register for your digital examination copy, or contact your Pearson Representative to learn more.

In This Section:

I) Brief Table of Contents

II) Detailed Table of Contents

 I) Brief Table of Contents

PART ONE: HUMAN SERVICES MANAGEMENT IN PERSPECTIVE

Chapter 1. Defining and Describing Management

Chapter 2. What Makes Human Services Management Different?

Chapter 3. Historical Origins of Current Approaches to Management

PART TWO: MAJOR MANAGEMENT ACTIVITIES

Chapter 4. Leading

Chapter 5. Planning

Chapter 6. Influencing Day-to-Day Activities of Others

Chapter 7. Organizing People and Tasks

Chapter 8. Fostering and Managing Staff Diversity

Chapter 9. Promoting a Productive Work Environment

Chapter 10. Promoting Professional Growth

Chapter 11. Addressing Staff Problems

Chapter 12. Financial Management and Technology Management

PART THREE: COMPLETING THE MANAGEMENT PICTURE

Chapter 13. Other Important Management Responsibilities

Chapter 14. Becoming and Remaining a Successful Manager

II) Detailed Table of Contents

PART ONE: HUMAN SERVICES MANAGEMENT IN PERSPECTIVE

Chapter 1. Defining and Describing Management

Management Is Not an Option

What Is Management?

What Do Managers Do?

Four Basic Assumptions about Management

Social Work Ethics and Management                           

Social Work’s Core Competencies and Management

Chapter 2. What Makes Human Services Management Different?

The Task Environment

Other Characteristics of Human Service Organizations

Non-Profit Organizations

Chapter 3. Historical Origins of Current Approaches to Management

Scientific Management

Administrative Management

Bureaucratic Management

Common Shortcomings of the Classical Management Theories

PART TWO: MAJOR MANAGEMENT ACTIVITIES

Chapter 4. Leading

The Elements of Leadership

Leadership Tasks at Different Levels>

Theories of Leadership

Leadership and Followership

Creating a Favorable Organizational Climate

Chapter 5. Planning

Five Types of Plans

Planning for What Might Happen