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On Becoming a Manager in Social Work.
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Otros Autores: | , |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Brookfield :
Taylor and Francis,
1998.
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| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- 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 conflictSolutions; 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 culture8 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 budgetsFinal 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 evaluationMeasures 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.