Cover; Half Title; Dedication; Title; Copyright; Contents; Figures and tables; Acknowledgements; Preface; 1 Introduction; The radical social work paradigm; Front-line management; The book; 2 The labour process perspective and management; Introduction; The legacy of Marx; Braverman and the rediscovery of the labour process; Managerial control strategies: does management always choose the same strategy?; The indeterminacy of labour power: is labour readily susceptible to managerial domination?; Worker consent: does labour always have to be actively controlled by management?
Monolithic management: is management a unified coherent interest?Conclusion; 3 Managing state social work: towards an industrial model of the labour process?; Introduction; The radical social work paradigm; Management control strategies: does management always choose the same strategy?; The indeterminacy of labour power: is labour readily susceptible to managerial domination?; Individual practice; Teamwork; Workplace trade unionism; Worker consent: does labour always have to be actively controlled by management?; Monolithic management: is management a unified coherent interest?; Conclusion
4 Social work as a bureau-professional state labour processIntroduction; State labour processes; Professional work and the state; The social work labour process in the welfare state; The Seebohm Report: consolidating the social work labour process in a social democratic ideological context; The bureau-professional organisational structure of the social work labour process; Conclusion: the social work labour process reconsidered; 5 Levels in the social work labour process; Introduction; Central government; Local government; Corporate management; Social work in local government
Middle managementFront-line management; Social worker/service user contact; Conclusion; 6 'Welfareville': managing state social work in a local labour process; Introduction; The case study approach; Documentary sources; Interviews; Welfareville's labour process; Welfareville's implementation of the Seebohm Report; Welfareville and the bureau-professional labour process; Welfareville's social work labour process; The labour process and front-line managers; Attempts at securing more managerial control; Conclusion; 7 Front-line managers and the management of state social work; Introduction
Learning to manageSelf-definition; Facing both ways; Links upwards; Representing the team's interests; Influencing policy; Getting support; Links sideways: the District Managers' Group; Links with social workers; Conclusion; 8 Front-line managers and trade unionism; Introduction; Union activity; N.A.L.G.O.; The nature of district managers allegiance to trade unionism; The shop stewards committee as workplace trade unionism; Trade unionism as a threat?; Conclusion; Notes; 9 Conclusion; Past patterns; Future prospects; Managerial strategies; Levels in the labour process
Bibliography
Includes bibliographical references
Notes
Online resource; title from digital title page (viewed on October 21, 2019)
