The Social Worker as Manager A Practical Guide to Success Seventh Edition by Robert Weinbach, Lynne Taylor ISBN 978-0133909081 0133909085

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Product details: 

ISBN 10:   0133909085

ISBN 13: 978-0133909081

Author: Robert W. Weinbach,  Lynne Taylor

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.

Table of contents: 

PART ONE: HUMAN SERVICES MANAGEMENT IN PERSPECTIVE

1. Defining and Describing Management
     - Management Is Not an Option
     - What Is Management?
     - What Do Managers Do?
     - Management Activities
     - What Management Seeks to Accomplish
     - Some of the Tasks of Management
     - Management as Both a Science and an Art
     - Four Basic Assumptions about Management
       • Management Is Everyone’s Work
       • Management and Services Are Interdependent
       • Good Management Requires Technical, Conceptual, and Interpersonal Skills
       • Management Knowledge Is Out There
     - Social Work Ethics and Management
     - Social Work Core Competencies and Management
     - The Presence of Management
     - Summary
     - Application

2. What Makes Human Services Management Different?
     - The Task Environment
     - Different Types of Task Environments
     - Improving Relationships with the Task Environment

• Other Characteristics of Human Service Organizations
    - Focus on Efficiency
    - Loyalty and Dependency
    - Attitudes about Competition
    - Marketing Strategies
    - Available Cause-and-Effect Knowledge
    - Interaction with the Consumer
    - Indicators of Success
    - Role of Supervisors
    - The Prime Beneficiary

• Non-Profit Organizations
    - Types of Non-Profit Organizations
    - Lobbying
    - Advocacy
    - Summary
    - Application

• Historical Origins of Current Management Practices
    - Scientific Management
      • Limitations of Scientific Management
      • Current Applications of Scientific Management
    - Administrative Management
      • Limitations of Administrative Management
      • Current Application of Administrative Management
    - Bureaucratic Management
      • Limitations of Bureaucratic Management
      • Current Applications of Bureaucratic Management
    - Common Shortcomings of the Classical Management Theories
    - Responses to Classical Management Theories
      • The Modern Structuralists
      • Human Relations
      • Contingency Theory
      • Participative Management
      • Organizational Culture
    - Summary
    - Application

PART TWO: THE MAJOR MANAGEMENT ACTIVITIES

4. Leading
     - The Elements of Leadership
     - Leadership Tasks at Different Levels
       • Leadership at the Board Level
       • Leadership among Managers
     - Theories of Leadership
       • Trait Theories
       • Behavioral Theories
       • “Style” Theories
       • Contingency Theories
     - Leadership and Followership
     - Creating a Favorable Organizational Climate
       • Teamwork
       • Mutual Respect and Confidence
       • Understanding of Respective Roles
       • Advocacy
       • Maximum Autonomy
       • Good Communication
     - Summary
     - Application

5. Planning
     - Five Types of Plans
       • Missions
       • Goals
       • Objectives
       • Strategies
       • Budgets
     - Strategic Planning
     - Planning for What Might Happen
     - Summary
     - Application

6. Influencing Day-to-Day Activities of Others
     - Setting Limits
     - The Power to Influence
       • Legitimized Power
       • Power and the Informal Organization
     - Methods for Influencing
       • Formal Guides for Action
       • Information
       • Advice
       • Directives
       • The Manager’s Example
     - The Ideal Mix
     - The Optimum Amount of Influence
     - What Is Micromanaging?
     - Summary
     - Application

7. Organizing People and Tasks
     - Creating Manageable Work Units
       • Simple Numbers
       • Time Worked
       • Discipline
       • Enterprise
       • Territory Served
       • Service Offered
       • Client Problem
     - Multidisciplinary Teams
     - Marketing Channels
     - Combining Two or More Methods
     - Time Management
     - Delegation
       • Key Terminology
       • Types of Authority
       • Delegation to Groups
       • Desirable Characteristics for Delegation
     - How Much Organizing Is Optimal?
     - Summary
     - Application

8. Fostering and Managing Staff Diversity
     - Recruitment and Hiring
       • Recruitment
       • Other Issues in Hiring
     - Staff Member “Types” within Human Service Organizations
       • Professionals
       • Preprofessionals
       • Paraprofessionals
       • Indigenous Nonprofessionals
       • Support Staff Members
       • Volunteers
     - What Is the Optimal Mix?
     - Managing Diversity in the Workplace
       • Types of Diversity
       • Diversity among Staff Members
       • Diversity among Managers
       • Discrimination, Prejudice, and Stereotypes
       • Negative Stereotypes and Discrimination
       • “Positive” Stereotypes and Discrimination
       • Another Form of Diversity in the Workplace
     - Summary
     - Application

9. Promoting a Productive Work Environment
     - Understanding Individual Motivation
       • Maslow’s Hierarchy of Needs
       • Herzberg’s Two-Factor Theory
       • McClelland’s Needs Theory
       • Other Theories of Individual Motivation
     - Other Factors That Affect Job Performance
       • Professional Values and Ethics
       • Influence of the Work Group
       • Loyalties
     - Supervision
       • Supervisory Roles and Responsibilities
       • Attributes of Good Supervision
       • Alternative Supervisory Models
     - Summary
     - Application

• Promoting Professional Growth
    - Staff Performance Evaluations
      • Why Do Social Workers Dislike Performance Evaluations?
      • The Benefits of Performance Evaluations
      • Characteristics of a Good Evaluation
      • Conducting Performance Evaluations
      • Problems That Sometimes Occur
      • Trends in Performance Evaluations
    - Continuing Education
      • Types of Continuing Education
      • Providers of Continuing Education
      • Agreements for Providing Continuing Education
    - Promotions
      • Common Issues
      • Other Issues That May Be Relevant
    - Transfers
    - Summary
    - Application

• Managing Staff Problems
    - Addressing Specific Problem Behaviors
      • Natural Consequences
      • Penalties and Sanctions
    - Inadequate Job Performance
      • Verbal Reprimands
      • Written Reprimands
      • Warnings and Contracts
      • Termination
      • Job Abandonment
      • Gross Misconduct
    - Exit Interviews
    - Summary
    - Application

• Financial and Technology Management
    - Managing and Acquiring Resources
    - Managing Resources Well
    - Fund Acquisition
    - Nontraditional Funding Sources

12. Financial and Technology Management (tiếp tục)
      - Technology Management
        • Changes That Have Occurred
        • The Technology Deluge
        • The Internet
        • Email
        • Other Confidentiality Threats to Organizations
        • Looking Ahead
      - Summary
      - Application

PART THREE: COMPLETING THE MANAGEMENT PICTURE

13. Other Important Management Responsibilities
      - Change Management
        • Resistance to Change
        • Implementing Change
      - Preventing Staff Turnover
        • Burnout
        • Lack of Stimulation
        • Lack of Opportunity for Advancement
      - Program Management
        • Programs and Logic Models
        • Management and Program Evaluation
      - Board Management
      - Summary
      - Application

14. Becoming and Remaining a Successful Manager
      - Common Sources of Stress among Managers
        • Criticism and Conflict
        • Loss of Client Contact
        • Responsibility for Decision Making
        • Power Issues
        • Interpersonal Relationships with Subordinates
      - Is a Management Career Right for You?
      - Errors in Decision Making
      - Changes to Expect
      - A Guide for Decision Making

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Tags: Robert Weinbach, Lynne Taylor, The Social Worker, A Practical Guide