Robert W. Weinbach is Distinguished Professor Emeritus at the University of South Carolina, College of Social Work, where he has taught for over thirty years in the areas of research and management. He is also co-author of Research Methods for Social Workers (six editions), Statistics for Social Workers (7 editions),and  Applying Social Work Research Knowledge, and is the author of Evaluating Social Work Services and Programs, all books published by Allyn & Bacon, and over 75 other publications. His management focus is in health/mental health programs and in program evaluation.

Lynne M. Taylor is a full-time faculty member at Radford University in the School of Social Work. She teaches practice, social policy and management courses, and an elective course on loss and grief. Prior to joining the faculty there in 2008, she worked in adoptions, child protection and medical social work and (most recently) as a manager in three different non-profit organizations, while also teaching part-time for over ten years in most all areas of the curriculum at the University of South Carolina, College of Social Work. She is a co-author of Applying Social Work Research Knowledge, third edition, published by Allyn & Bacon.

PART ONE • Human Services Management in Perspective    

1    Defining and Describing Management  

Why We Need Management    

What  Is Management?    

What Do Managers Do?

Management Activities

What Managers Seek to Accomplish

Examples of Management

Management as Both a Science and an Art

Basic Assumptions about Management

Management Is Everyone’s Work

Management and Services Are Interdependent

Good Management Requires Technical, Conceptual and Interpersonal Skills

Management Knowledge Comes from Many Places

Management Ethics   

The Presence of Management    

Summary    

Endnotes    

2     What Makes Human Services Management Different?

The Task Environment    

Different Types of Task Environments    

Improving Relationships with the Task Environment    

Other Important Differences    

Emphasis on Efficiency    

Loyalty and Dependency    

Attitudes about Competition    

Marketing Strategies    

Available Cause and Effect Knowledge    

Interaction with the Consumer 

Indicators of Success    

Role of Supervisors

The Prime Beneficiary    

Non-Profit Organizations

Types

Lobbying

Advocacy

Summary    

Endnotes    

3     Historical Origins of Current Approaches to Management  

Scientific Management    

Limitations of Scientific Management    

Current Applications of Scientific Management    

Administrative Management    

Limitations of Administrative Management    

Current Application of Administrative Management    

Bureaucratic Management    

Limitations of Bureaucratic Management    

Current Applications of Bureaucratic Management    

Common Shortcomings of Classical Management Theories

Responses to Classical Management Theories    

The Modern Structuralists    

Human Relations    

Contingency Theory    

Participative Management    

Organizational Culture    

Summary    

Endnotes    

PART TWO • Major Management Activities    

4     Leading  

The Elements of Leadership    

Leadership Tasks at Different Levels    

Leadership at the Board Level    

Leadership at Other Levels    

Theories of Leadership    

Trait Theories    

Behavioral Theories    

“Style” Theories    

Contingency Theories    

Other Variables in the Leadership Equation    

Creating a Favorable Organizational Climate    

Teamwork    

Mutual Respect and Confidence    

Understanding of Respective Roles    

Advocacy    

Maximum Autonomy    

Good Communication    

Summary    

Endnotes    

5    Planning  

Five Types of Plans

Missions    

Goals    

Objectives    

Strategies    

Budgets    

Strategic Planning    

Contingency Planning    

Summary    

Endnotes    

6   Influencing Day-to-Day Activities of Others  

Setting Limits    

The Power to Influence    

Legitimized Power

Power and the Informal Organization 

Methods for Influencing    

Formal Guides for Action    

Information    

Advice    

Directives    

Example

The Ideal Mix    

It Is Comfortable    

It Is Depersonalized

It Has the Potential to Improve    

It Is Efficient    

It Is Enforceable    

It Focuses on Critical Issues    

The Optimum Amount of Influence    

What Is Micro-managing?

Summary    

Endnotes    

7     Organizing People and Tasks  

Creating Manageable Work Units    

Simple Numbers

Time Worked    

Discipline    

Enterprise    

Territory Served    

Service Offered    

Client Problem    

Interdisciplinary Teams   

Marketing Channels    

Combining Two or More Methods

Delegation

Key Terminology   

Types of Authority    

Delegation to Committees and Task Forces    

Desirable Characteristics for Delegation  

How Much Organizing Is Desirable?

Endnotes    

8    Fostering and Managing Staff Diversity  

Recruitment and Hiring

Recruitment    

Other Issues in Hiring    

Staff “Types” within Human Service Organizations    

Professionals    

Preprofessionals    

Paraprofessionals   

Indigenous Nonprofessionals   

Support Staff    

Volunteers    

Creating the Optimal Mix

Managing Diversity in the Workplace    

Types of Diversity    

Diversity among Subordinates    

Diversity among Managers    

Discrimination, Prejudice, and Stereotypes    

Negative Stereotypes and Discrimination    

“Positive” Stereotypes and Discrimination    

Another Form of Diversity in the Workplace    

Summary    

Endnotes    

9     Promoting a Productive Work Environment  

Understanding Individual Motivation    

Maslow’s Hierarchy of Needs    

Herzberg’s Two-Factor Theory    

McClelland’s Needs Theory   

Other Theories of Individual Motivation    

Other Factors That Affect Job Performance    

Professional Values and Ethics    

Influence of the Work Group

Loyalties    

Supervision    

Supervisory Roles and Responsibilities

Attributes of Good Supervision

Alternative Supervisory Models

Summary    

Endnotes    

10     Promoting Professional Growth

Staff Performance Evaluations    

Why Do Social Workers Dislike Performance Evaluations?    

The Benefits of Performance Evaluations    

Characteristics of a Good Evaluation    

Conducting Performance Evaluations    

Trends in Performance Evaluations    

Promotions

Common Issues

Other Issues That May be Relevant

Transfers

11    Managing Staff Problems    

Problem Behaviors

Natural Consequences

Penalties and Sanctions

Inadequate Work Performance    

Verbal Reprimands

Written Reprimands

Warnings and Contracts    

Termination    

Gross Misconduct    

Job Abandonment    

Exit Interviews    

Summary    

Endnotes  

12     Financial Management and Technology Management

Managing and Acquiring Resources

Managing Resources Well

Fund Acquisition

Non-Traditional Funding Sources

Technology Management

Changes That Have Occurred

The Technology Deluge

The Internet

 E-mail

Other Confidentiality Threats to Organizations

Looking Ahead

Summary

Endnotes            

PART THREE • Completing the Management Picture   

13    Other Important Management Responsibilities  

Change Management    

Resistance to Change    

Implementing Change    

Managing  Staff Turnover    

Burnout    

Lack of Stimulation    

Lack of Opportunity for Advancement    

Program Management    

Programs and Logic Models
Management and Program Evaluations

Board Management   

Summary    

Endnotes    

14    Becoming and Remaining a Successful Manager  

Common Sources of Stress    

Criticism and Conflict    

Loss of Client Contact    

Responsibility for Decision Making    

Power Issues    

Interpersonal Relationships with Subordinates

Is a Management Career Right for Me?    

Errors in Decision Making    

Changes to Expect    

A Guide for Decision Making    

Taking the Job    

Managers New to the Organization    

Managers Promoted from within     

New and Preexisting Positions    

Following the Popular Manager    

Following the Less Popular Manager    

Surviving and Succeeding as a Manager    

Developing an Effective Management Style    

Managers’ Needs and Organizational Needs    

Growing as a Manager    

Summary    

Endnotes    

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