The Social Worker as Manager

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 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