| Description |
x, 186 pages : illustrations ; 24 cm |
| Contents |
Contents note continued: Gender, sexuality, ethnicity and team working -- Conclusion -- ch. Six Organisational culture: do social services have a culture of complaint or a culture of care? -- Introduction -- History of organisational cultures -- Organisational subcultures -- Changing organisational cultures -- Service user involvement -- Gender and organisational culture -- Identity and organisational culture -- The culture of social work training -- Conclusion -- ch. Seven Organisational learning: is a learning organisation a good place to work? -- Introduction -- Senge: the learning organisation -- Learning in social work organisations -- Communities of practice -- Conclusion -- ch. Eight Leadership and management: is a social work style of management possible? -- Introduction -- What Is management? -- Attributes of managers -- Management styles -- Leadership -- Management in social services -- Conclusion -- ch. Nine Management strategies: do the costs outweigh the gains? -- |
|
Contents note continued: Introduction -- History of management by objectives -- The application of MBO to social work -- Total quality management -- Conclusion -- ch. Ten Power and the organisation: who really controls social services? -- Introduction -- Organisational theories of power -- Gender and power -- Practices of power -- Theories of power in social work -- Service users and empowerment -- Conclusion -- ch. Eleven Organisational change: do welfare organisations resist change? -- Introduction -- Models of organisational change -- Managing change -- Personal responses to change -- The darker side of organisational change -- Changing bureaucracy -- Organisational change in social work -- Understanding change in social work -- Conclusion -- ch. Twelve Conclusion: social workers in organisations -- Introduction -- Organisational impact of the social work plan -- External influences on social work organisations -- Employment and training -- Sustainability in social work |
|
Contents note continued: ch. Three Communication: does the social work grapevine work for you? -- Introduction -- Directions of communication -- Communication roles -- Barriers to communication -- Informal communication and the grapevine -- Gender issues in communication -- Communication in social work supervision -- Communication in social work assessment -- Conclusion -- ch. Four Decision making: do your practice decisions seem to make themselves? -- Introduction -- Models of organisational decision making -- Decision-making models for social work -- Obstacles to good decision making -- Gender, ethnicity and decision making -- Conclusion -- ch. Five Team working: can you join the perfect social work team? -- Introduction -- What makes a team? -- Classic theories of teams and team working -- What do social work teams look like? -- Organisational context for social work teams -- Multi-professional social work teams -- Applying the classical theories to social work teams -- |
|
Machine generated contents note: Why do we need a book on organisational behaviour for social work? -- Why should students and social workers study organisational behaviour? -- Management studies or organisational behaviour? -- Who might read this book -- Themes of the book -- Plan of the book -- ch. One Organisational theories and contexts -- Introduction -- Origins of organisational behaviour -- Organisational structures -- The development of social work organisations -- How does organisational context influence social work practice? -- Do organisations control the workplace? -- Scientific management approaches -- Rational models -- Bureaucracy and control -- ch. Two Motivation: what makes social work a good job? -- Introduction -- Why be a social worker? -- Job satisfaction and career pathways -- Classic theories of motivation -- Motivations in social work -- Individual versus organisational motivations -- Postmodern theories of motivation -- Conclusion -- |
| Summary |
"Organizational Behaviour for Social Work unites the well-established study of behaviour in organizations with the special, and sometimes unusual, organizational settings of social work practice. In doing this, it recognizes the gendered nature of social work organizations, but, uniquely, retains simultaneously the valuable insights of mainstream organizational behaviour research, despite its often male context. Another innovation of the book is the targetting of non-traditional organizational behaviour audiences. For, where previous textbooks have tended to cater for managers, this book is aimed at the social work practitioner, and others who interact with social work organizations. Finally, the book uses real social work case examples to flesh out traditional organizational behaviour concepts, and, in doing so, also explains the impact of recent organizational changes upon social work practice." -- Publisher's website |
| Notes |
Formerly CIP. Uk |
| Bibliography |
Includes bibliographical references and index |
| Subject |
Organizational behavior -- Case studies.
|
|
Organizational behavior.
|
|
Social service.
|
|
Social workers.
|
| Genre/Form |
Case studies.
|
| ISBN |
1847422799 (paperback) |
|
1847422802 (hbk.) |
|
9781847422798 (paperback) |
|
9781847422804 (hbk.) |
|
