Social Worker as Manager, The

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   Lynn M. Taylor is an Accreditation Specialist with the Council on Social Work Education. She worked in direct practice in the areas of child protection and medical social work for many years, and has held high level administrative positions in several human service organizations. She also taught at the University of South Carolina, College of Social Work, in both the USA and South Korea. She was an Assistant Professor at the school of social work, Radford University for five years, where she taught both undergraduate and graduate courses. She is a co-author of Applying Research Knowledge/A workbook for Social Work Students, 3 rd edition (Pearson). She holds MSW and Ph.D. degrees from the University of South Carolina, College of Social Work.

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