The Social Worker as Manager

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