Management in social work / Veronica Coulshed and Audrey Mullender ; with David N. Jones and Neil Thompson.
Material type:
TextSeries: Practical social workPublication details: Basingstoke [England] ; New York : Palgrave Macmillan, 2006.Edition: 3rd edDescription: xi, 244 p. : ill. ; 22 cmISBN: - 1403918376 (pbk.)
- 9781403918376
- 361.3068 COU
| Item type | Current library | Call number | Copy number | Status | Date due | Barcode | |
|---|---|---|---|---|---|---|---|
| Standard Loan | Moylish Library Main Collection | 361.3068 COU (Browse shelf(Opens below)) | 2 | Available | 39002100683185 |
Enhanced descriptions from Syndetics:
The third edition of this textbook has been thoroughly revised to meet the needs of today's social work students, professionals and service managers. It illustrates current legislation, policy, procedure and concerns, with additional material included to develop readers' confidence and skills in the context of learning organisations.
This book is essential reading for students and practitioners alike, particularly those who need to understand organisation and management theory for study purposes and those who aspire to move into social work management or have been recent promoted.
New to this Edition:
- Fully revised and reorganised to reflect current legislation and policy
- New material added to develop managers' confidence and skills in the context of learning organisations
- Experienced new coauthors added to successful writing team
Includes bibliographical references (p. 225-237) and index.
Table of contents provided by Syndetics
- List of figures (p. x)
- Acknowledgement (p. xi)
- Introduction (p. 1)
- Aims of the book (p. 1)
- The managerial context of social work (p. 3)
- A note on terminology and language (p. 8)
- Producing this edition (p. 9)
- Structure of the book (p. 10)
- 1 Why study management? (p. 12)
- The relevance of management theory to social work (p. 12)
- Why all social workers are managers (p. 13)
- Should all managers be social workers? (p. 18)
- 2 Management theory and organisational structures (p. 23)
- Scientific managerialism: classical theories (p. 24)
- Organisational structures (p. 29)
- Human relations theorists (p. 35)
- The organisation becoming more complex: the systems model (p. 43)
- Where are we now? Complexity and the challenge of constant change (p. 49)
- 3 Cultural change and quality standards (p. 51)
- Culture (p. 51)
- Quality (p. 55)
- Managing change (p. 74)
- Conclusion (p. 88)
- 4 Management as vision, strategy and leadership, or management of uncertainty? (p. 89)
- Vision and mission: the link with strategic planning (p. 89)
- Strategy (p. 92)
- Operational planning (p. 95)
- Leadership role and style (p. 98)
- Using power responsibly (p. 102)
- Leadership and management tasks (p. 107)
- Beyond leadership: the management of uncertainty (p. 129)
- Conclusion (p. 130)
- 5 Matching people and jobs (p. 131)
- Job analysis (p. 132)
- Job description (p. 134)
- Person specification (p. 135)
- Recruitment (p. 136)
- Shortlisting (p. 138)
- Selection (p. 142)
- Induction and departure: rites of passage (p. 158)
- Conclusion (p. 160)
- 6 The human resource: meeting the needs of staff (p. 161)
- Supervision (p. 161)
- Performance appraisal (p. 171)
- Staff development (p. 176)
- Staff care (p. 180)
- Self-help support and self-directed learning (p. 191)
- Conclusion (p. 199)
- 7 Managing diversity (p. 200)
- Anti-discrimination legislation (p. 200)
- Equal opportunities policies (p. 204)
- Representativeness in the labour market (p. 207)
- Opening up our thinking about work (p. 210)
- Conclusion (p. 219)
- 8 Conclusion (p. 220)
- Personal style and principles: time to invent anti-oppressive policy? (p. 221)
- And the world moves on (p. 222)
- References (p. 225)
- Index (p. 238)
Author notes provided by Syndetics
Neil Thompson received his B.A. in natural sciences and MA from Cambridge University.He is director of Thompson Information Systems Consulting Limited, Surrey, England.
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