On Becoming a Manager in Social Work.

Cover -- Title -- Copyright -- Contents -- List of contributors -- Acknowledgements -- Introduction -- PART 1 MANAGEMENT IN PRACTICE -- 1 Making the transition to manager -- So you want to be a manager? -- You have arrived -- What helps the manager? -- 2 Making decisions effectively -- Decision-making -- Decision-making with local people -- Negotiation -- Conclusions -- 3 Resource management -- People -- Skills -- Burnout -- Staff selection -- Time -- Allocating resources -- Premises -- Bombardment -- Evaluating impact -- 4 Managing conflict -- The need for openness -- Engaging the conflict -- Conflict between whom? -- Action summary: a checklist -- Leadership in managing conflict -- Solutions -- Conclusion -- PART 2 REFLECTIONS ON PRACTICE -- 5 The management of change -- The change phenomenon -- The manager's position in change -- Ways of aiding change in teams -- Dealing with resistance -- Networks and teams -- Analysing the networks -- Evaluation -- Conclusion -- 6 Managing risk -- What is risk? -- Planning and assessment of risk -- Decisions -- Management of practice -- Partnership -- Working together -- Good but not perfect practice -- The Effect of gender -- The Fear of violence -- 7 Building a culture -- Why culture? -- What is organisational culture? -- Knowing your culture -- Building a culture -- 8 Working with outside projects -- Interagency local initiatives -- Manager's role -- Management committees -- Conflicting values -- Lack of management -- Evaluation -- Innovation -- Finance and staffing issues -- Political dimensions -- Equal opportunities -- Local representation and involvement -- Advocacy and campaigning -- Managers as resources -- PART 3 SOME MANAGEMENT TOOLS -- 9 Budgeting -- Introduction -- Why do we produce budgets? -- Planning -- Co-ordination -- Communication -- Motivation -- Control -- Performance evaluation.

The budget period -- Initial preparation and negotiation of budgets -- Co-ordination and review of budgets -- Final acceptance of budgets -- Budget review -- Computerised budgeting -- The budgeting process -- Valuing outputs -- Budgets explained -- Management accounts -- Performance indicators -- Common features in the local authority budget process -- 10 Creating an informative environment -- What is and what is not information? -- Why information? - why be informed? -- Information can make staff more productive -- Information is essential for planning and strategy -- Information media -- What a manager needs to know about administrators -- 11 Monitoring and evaluation -- Concepts -- Monitoring or evaluation -- Measures and methods of management -- Types of measures: avantitative or qualitative? -- Dimensions of measures -- Preliminary measures (1-2) -- Performance measures (3-6) -- Choosing between measures -- Methods of measurement -- Community-based practice -- Conclusion -- 12 Empowerment through contracts -- Assessment and care management -- Service delivery -- Contracting and other special units -- Three-way partnership: an example -- Teamwork -- 13 A manager in action: imaginative uses of Section 1 money -- Assumptions -- Towards a theory of 'normalisation -- Working with money.

Supported by the National Institute for Social Work, this valuable handbook guides new and inexperienced managers through the many management dilemmas faced in the social services setting. Bringing together contributions from managers and trainers in social work, it ensures that management theory can be linked to developing good practice in social work.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.