The Social Worker as Manager A Practical Guide to Success, Pearson eText -- Access Card

A reader-friendly, comprehensive discussion of social work management.

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 7th 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.

For courses in Social Work Administration / Management.

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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

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

Agency Planning

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

Setting Limits

The Power to Influence

Methods for Influencing

The Optimum Amount of Influence

What Is Micromanaging?

Chapter 7. Organizing People and Tasks

Creating Manageable Work Units

Time Management

Delegation

How Much Organizing Is Optimal?

Chapter 8. Fostering and Managing Staff Diversity

Recruitment and Hiring

Staff “Types” within Human Service Organizations

Managing Diversity in the Workplace

Discrimination, Prejudice, and Stereotypes

Another Form of Diversity in the Workplace

Chapter 9. Promoting a Productive Work Environment

Understanding Individual Motivation

Other Factors That Affect Job Performance

Supervision

Chapter 10. Promoting Professional Growth

Staff Performance Evaluations

Continuing Education

Promotions

Transfers

Chapter 11. Addressing Staff Problems

Addressing Specific Problem Behaviors

Inadequate Job Performance

Job Abandonment

Gross Misconduct

Exit Interviews

Chapter 12. Financial Management and Technology Management

Managing and Acquiring Resources

Technology Management

PART THREE: COMPLETING THE MANAGEMENT PICTURE

Chapter 13. Other Important Management Responsibilities

Change Management

Prevent Staff Turnover

Program Management

Board Managment

Chapter 14. Becoming and Remaining a Successful Manager

Common Sources of Stress among Managers

Is a Management Career Right for You?

Taking the Job

New and Preexisting Positions

Surviving and Succeeding as a Manager

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