The sixth edition of The Social Worker as Manager combines presentation of management theory and practical advice. It is designed to help social workers to successfully perform the tasks of management at any level and in the public, private and non-profit sectors.   The Social Worker as Manager was written for both students and social work practitioners. It describes those management activities that all social workers 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.

Table of Contents:
Preface     PART ONE • Human Services Management in Perspective     1    Defining and Describing Management   Why We Need Management     What  Is Management?     What Do Managers Do? Management Activities What Managers Seek to Accomplish Examples of Management Management as Both a Science and an Art Basic Assumptions about Management Management Is Everyone’s Work Management and Services Are Interdependent Good Management Requires Technical, Conceptual and Interpersonal Skills Management Knowledge Comes from Many Places Management Ethics    The Presence of Management     Summary     Endnotes     2     What Makes Human Services Management Different? The Task Environment     Different Types of Task Environments     Improving Relationships with the Task Environment     Other Important Differences     Emphasis 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 Lobbying Advocacy Summary     Endnotes     3     Historical Origins of Current Approaches to Management   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 Classical Management Theories Responses to Classical Management Theories     The Modern Structuralists     Human Relations     Contingency Theory     Participative Management     Organizational Culture     Summary     Endnotes     PART TWO • Major Management Activities     4     Leading   The Elements of Leadership     Leadership Tasks at Different Levels     Leadership at the Board Level     Leadership at Other Levels     Theories of Leadership     Trait Theories     Behavioral Theories     “Style” Theories     Contingency Theories     Other Variables in the Leadership Equation     Creating a Favorable Organizational Climate     Teamwork     Mutual Respect and Confidence     Understanding of Respective Roles     Advocacy     Maximum Autonomy     Good Communication     Summary     Endnotes       5    Planning   Five Types of Plans Missions     Goals     Objectives     Strategies     Budgets     Strategic Planning     Contingency Planning     Summary     Endnotes     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     Example The Ideal Mix     It Is Comfortable     It Is Depersonalized It Has the Potential to Improve     It Is Efficient     It Is Enforceable     It Focuses on Critical Issues     The Optimum Amount of Influence     What Is Micro-managing?   Summary     Endnotes     7     Organizing People and Tasks   Creating Manageable Work Units     Simple Numbers Time Worked     Discipline     Enterprise     Territory Served     Service Offered     Client Problem     Interdisciplinary Teams    Marketing Channels     Combining Two or More Methods Delegation Key Terminology    Types of Authority     Delegation to Committees and Task Forces     Desirable Characteristics for Delegation   How Much Organizing Is Desirable? Summary     Endnotes         8    Fostering and Managing Staff Diversity   Recruitment and Hiring Recruitment     Other Issues in Hiring     Staff “Types” within Human Service Organizations     Professionals     Preprofessionals     Paraprofessionals    Indigenous Nonprofessionals    Support Staff     Volunteers     Creating the Optimal Mix Managing Diversity in the Workplace     Types of Diversity     Diversity among Subordinates     Diversity among Managers     Discrimination, Prejudice, and Stereotypes     Negative Stereotypes and Discrimination     “Positive” Stereotypes and Discrimination     Another Form of Diversity in the Workplace     Summary     Endnotes     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     Endnotes     10     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     Trends in Performance Evaluations     Promotions Common Issues Other Issues That May be Relevant Transfers   11    Managing Staff Problems     Problem Behaviors Natural Consequences Penalties and Sanctions Inadequate Work Performance     Verbal Reprimands Written Reprimands Warnings and Contracts     Termination     Gross Misconduct     Job Abandonment     Exit Interviews     Summary     Endnotes                              12     Financial Management and Technology Management Managing and Acquiring Resources Managing Resources Well Fund Acquisition Non-Traditional Funding Sources Technology Management Changes That Have Occurred The Technology Deluge The Internet  E-mail Other Confidentiality Threats to Organizations Looking Ahead Summary Endnotes                                        PART THREE • Completing the Management Picture    13    Other Important Management Responsibilities   Change Management     Resistance to Change     Implementing Change     Managing  Staff Turnover     Burnout     Lack of Stimulation     Lack of Opportunity for Advancement     Program Management     Programs and Logic Models Management and Program Evaluations Board Management    Summary     Endnotes     14    Becoming and Remaining a Successful Manager   Common Sources of Stress     Criticism and Conflict     Loss of Client Contact     Responsibility for Decision Making     Power Issues     Interpersonal Relationships with Subordinates Is a Management Career Right for Me?     Errors in Decision Making     Changes to Expect     A Guide for Decision Making     Taking the Job     Managers New to the Organization     Managers Promoted from within      New and Preexisting Positions     Following the Popular Manager     Following the Less Popular Manager     Surviving and Succeeding as a Manager     Developing an Effective Management Style     Managers’ Needs and Organizational Needs     Growing as a Manager     Summary     Endnotes     Index