Social Worker as Manager, The: A Practical Guide to Success, 7th edition

• Reflects Social Workers’ Perspectives - This reader-friendly title is written for social workers, by social workers.  It reflects an understanding of the unique issues and challenges that are encountered by managers in human service organizations. There is an emphasis on diversity, management ethics, and evidence-based practice throughout.
• Demonstrates Difficult Concepts - Loaded with current, real-life examples, drawn from the various social work fields of practice, students will gain a better explanation of difficult concepts. All case-examples include revised and new questions to test readers’ understanding of the material. Chapter 14: Becoming and Remaining a Successful Manager includes a new case example.
• Improves Understanding Through Application -  To further students understanding of the material, an Applications section in each chapter encourages students to apply the management techniques that they have learned. These exercises can be assigned for individual completion and/or can be used for group class discussion.
• Incorporates Technology Issues - Updated information on technology, with emphasis on such current issues as use of social media and personal electronic devices in the workplace are discussed. Chapter 12: Financial Management and Technology Managementexamines general issues such as the use of personal computers by staff members in their work, rather than the organization supplying them.
• Integrates CSWE Competences -  Content on CSWE’s Basic Competencies is introduced in Chapter 1 and referred to throughout the book in discussing the skills needed to perform the various tasks of management.

Chapter 1.    

• Re-organized and revised content with new content on CSWE’s Core Competencies.

Chapter 2.    

• More discussion on hostile task environments and how they impact the role of managers.

Chapter 3.    

• Additional content on the classic management theories (especially bureaucratic management) and the influence they continue to exert on today’s management practices.

Chapter 4.   

• New content on factors that affect an individual’s management style.

Chapter 5.    

• New content on how an organization’s missions, goals, and objectives are used to influence staff members’ behaviors.

Chapter 6.   

• Additional emphasis on how the organization as a system may be contributing to individual staff problems, and how changes to it can lead to improved efficiency and effectiveness.

Chapter 7.    

• More content on committees and task forces and how they differ.
• Am introduction of the concepts of tall and flatter organizations and how they impact the job of managers.

Chapter 8.   

• New content on the use of and the job expectations for volunteer coordinators.

Chapter 9.   

• More content on group influences on individual staff members’ behaviors.

Chapter 10.  

• More information on the use of education as preparation for unknown future situations.
• More information on the benefits of staff performance evaluations.

Chapter 11.  

• Additional content on the use of job abandonment for terminating underperforming staff members.

Chapter 12.  

• Less technical (and quickly outdated) references to specific software and applications for dealing with IT problems.
• More on general issues such as the use of personal computers by staff members in their work, rather than the organization supplying them.

Chapter 13.

• More on retention of staff members and the cost of staff turnover.

Chapter 14.  

• A new case example.
• A new Figure (14.2) summarizing the desirability of and problems related to personal need meeting by managers in the workplace.