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Social Worker as Manager, The: A Practical Guide to Success

Social Worker as Manager, The: A Practical Guide to Success

ISBN 9780205957910
Edition 7
Publication Date
Purchase Type Buy New
Publisher A&S SOFTSIDE 2 SSA
Author(s)
This product has been discontinued.
Overview
Correlated with the Council on Social Work Education (CSWE) Competencies. Interactive Learning Objectives at the beginning of each chapter.

 

Chapter 1.    

Re-organized and revised content with new content on CSWE’s Core Competencies.



Chapter 2.    

More discussion on hostile task environments and how they impact the role of managers.



Chapter 3.    

Additional content on the classic management theories (especially bureaucratic management) and the influence they continue to exert on today’s management practices.



Chapter 4.   

New content on factors that affect an individual’s management style.



Chapter 5.    

New content on how an organization’s missions, goals, and objectives are used to influence staff members’ behaviors.



Chapter 6.   

Additional emphasis on how the organization as a system may be contributing to individual staff problems, and how changes to it can lead to improved efficiency and effectiveness.



Chapter 7.    

More content on committees and task forces and how they differ.
Am introduction of the concepts of tall and flatter organizations and how they impact the job of managers.



Chapter 8.   

New content on the use of and the job expectations for volunteer coordinators.



Chapter 9.   

More content on group influences on individual staff members’ behaviors.



Chapter 10.  

More information on the use of education as preparation for unknown future situations.
More information on the benefits of staff performance evaluations.



Chapter 11.  

Additional content on the use of job abandonment for terminating underperforming staff members.



Chapter 12.  

Less technical (and quickly outdated) references to specific software and applications for dealing with IT problems.
More on general issues such as the use of personal computers by staff members in their work, rather than the organization supplying them.



Chapter 13.  

More on retention of staff members and the cost of staff turnover.



Chapter 14.  

A new case example.
A new Figure (14.2) summarizing the desirability of and problems related to personal need meeting by managers in the workplace.
Overview
Correlated with the Council on Social Work Education (CSWE) Competencies. Interactive Learning Objectives at the beginning of each chapter.

 

Chapter 1.    

Re-organized and revised content with new content on CSWE’s Core Competencies.



Chapter 2.    

More discussion on hostile task environments and how they impact the role of managers.



Chapter 3.    

Additional content on the classic management theories (especially bureaucratic management) and the influence they continue to exert on today’s management practices.



Chapter 4.   

New content on factors that affect an individual’s management style.



Chapter 5.    

New content on how an organization’s missions, goals, and objectives are used to influence staff members’ behaviors.



Chapter 6.   

Additional emphasis on how the organization as a system may be contributing to individual staff problems, and how changes to it can lead to improved efficiency and effectiveness.



Chapter 7.    

More content on committees and task forces and how they differ.
Am introduction of the concepts of tall and flatter organizations and how they impact the job of managers.



Chapter 8.   

New content on the use of and the job expectations for volunteer coordinators.



Chapter 9.   

More content on group influences on individual staff members’ behaviors.



Chapter 10.  

More information on the use of education as preparation for unknown future situations.
More information on the benefits of staff performance evaluations.



Chapter 11.  

Additional content on the use of job abandonment for terminating underperforming staff members.



Chapter 12.  

Less technical (and quickly outdated) references to specific software and applications for dealing with IT problems.
More on general issues such as the use of personal computers by staff members in their work, rather than the organization supplying them.



Chapter 13.  

More on retention of staff members and the cost of staff turnover.



Chapter 14.  

A new case example.
A new Figure (14.2) summarizing the desirability of and problems related to personal need meeting by managers in the workplace.
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