Proactive management in social work practice / Sharon Lambley.

By:

Lambley, Sharon

Material type: Text

TextLanguage: English Series: Post-qualifying social work practicePublication details: Exeter : Learning Matters, 2009.Description: vi, 170 p. : ill. ; 25 cmISBN:

9781844452897 (pbk.)
1844452891 (pbk.)

Subject(s):

DDC classification:

361.306 LAM

Contents:

Introduction ----- Why good people management and leadership matters ----- The changing role of social work managers ----- Human resources and developing the best of the social work workforce ----- Managing yourself Managing the performance of others ----- Leading and managing multi-professional teams ----- Leading and Managing Change ----- Looking forward

Summary: Leadership and management appointments are often made on the basis of an exemplary performance record in a non-managerial role with the implicit assumption that this standard will be transferred into the new role. However, the role of manager and leader in social care is very challenging and some managers struggle to acquire the level of performance they had achieved in their previous role. This book will introduce the values and principles that underpin good leadership and management practice to anyone working in social work and social care services.

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Holdings
Item type	Current library	Collection	Call number	Status	Date due	Barcode
General Books	CUTN Central Library Social Sciences	Non-fiction	361.306 LAM (Browse shelf(Opens below))	Available		45605

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Previous	361.301 LEE Integrative body-mind-spirit social work :	361.301 PON Scientific writing and publishing in social work/	361.3014 SUM Development Communication For Social Workers, /	361.306 LAM Proactive management in social work practice /	361.306 LET Leadership and management in social care /	361.3068 SHA Social Administration /	361.307 AAR Social work field practicum and supervision /	Next

Includes bibliographical references (p. 159-164) and index.

Leadership and management appointments are often made on the basis of an exemplary performance record in a non-managerial role with the implicit assumption that this standard will be transferred into the new role. However, the role of manager and leader in social care is very challenging and some managers struggle to acquire the level of performance they had achieved in their previous role. This book will introduce the values and principles that underpin good leadership and management practice to anyone working in social work and social care services.

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