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By Veronica Coulshed (auth.)
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Additional resources for Management in Social Work
Example text
Everyone concerned with a policy or a decision should be involved right from the early stages. They should not be brought in afterwards as this denies the benefits of participation, increased motivation and morale. ) 3. Coordination depends on seeing all factors in a situation as interrelated. ) 4. Coordination and executive decisions are continuing processes; nothing is final. And, because so many people contribute to a decision, it is an illusion to suggest that ultimately the person in the hierarchy who carries the authority is the one and only person on whom responsibility can be placed.
Specialisation is achieved by dividing groups to undertake similar functions (in social work this can be by client group, problem type, method, setting or context, population groups, practice roles, specific tasks or the allocation of work). 3. Each worker should report to only one senior (as we have seen, this can be awkward when there are dual managers or when staff and line authority becomes unclear). 4. Each person should have a job description. (This is often inadequately defined so that social work assistants are often carrying great responsibilities.
3. Any plans for developing services or for rethinking the agency's mission (that is, its purpose) need to reflect the equal opportunities goals which have become part of social work's traditions: a commitment to anti-racist and anti-sexist practice would be among those. 4. If the manager comes from a different occupational background, credibility might more readily be established by showing a genuine willingness to learn about social work's current professional concerns and practices. 5. The importance of relationships will be highlighted, between clients and workers; amongst team members; between other disciplines; and also with numerous local, regional and national bodies.