Managing State Social Work : Front-Line Management

John Harris 저자(글)

Avebury · 1998년 05월 01일

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작가정보

저자(글) John Harris

목차

• Figures and tables	p. vii
  Acknowledgments	p. ix
  Preface	p. x
  Introduction	p. 1
  The radical social work paradigm	p. 1
  Front-line management	p. 3
  The book	p. 4
  The labour process perspective and management	p. 5
  Introduction	p. 5
  The legacy of Marx	p. 5
  Braverman and the rediscovery of the labour process	p. 7
  Managerial control strategies: does management always choose the same strategy?	p. 9
  The indeterminacy of labour power: is labour readily susceptible to managerial domination?	p. 12
  Worker consent: does labour always have to be actively controlled by management?	p. 13
  Monolithic management: is management a unified coherent interest?	p. 15
  Conclusion	p. 18
  Managing state social work: towards an industrial model of the labour process?	p. 19
  Introduction	p. 19
  The radical social work paradigm	p. 20
  Management control strategies: does management always choose the same strategy?	p. 20
  The indeterminacy of labour power: is labour readily susceptible to managerial domination?	p. 27
  Individual practice	p. 28
  Teamwork	p. 29
  Workplace trade unionism	p. 30
  Worker consent: does labour always have to be actively controlled by management?	p. 33
  Monolithic management: is management a unified coherent interest?	p. 33
  Conclusion	p. 36
  Social work as a bureau-professional state labour process	p. 39
  Introduction	p. 39
  State labour processes	p. 40
  Professional work and the state	p. 41
  The social work labour process in the welfare state	p. 45
  The Seebohm Report: consolidating the social work labour process in a social democratic ideological context	p. 46
  The bureau-professional organisational structure of the social work labour process	p. 48
  Conclusion: the social work labour process reconsidered	p. 50
  Levels in the social work labour process	p. 53
  Introduction	p. 53
  Central government	p. 54
  Local government	p. 55
  Corporate management	p. 55
  Social work in local government	p. 59
  Middle management	p. 61
  Front-line management	p. 62
  Social worker/service user contact	p. 64
  Conclusion	p. 67
  'Welfareville': managing state social work in a local labour process	p. 69
  Introduction	p. 69
  The case study approach	p. 70
  Documentary sources	p. 72
  Interviews	p. 72
  Welfareville's labour process	p. 73
  Welfareville's implementation of the Seebohm Report	p. 74
  Welfareville and the bureau-professional labour process	p. 75
  Welfareville's social work labour process	p. 76
  The labour process and front-line managers	p. 78
  Attempts at securing more managerial control	p. 82
  Conclusion	p. 84
  Front-line managers and the management of state social work	p. 85
  Introduction	p. 85
  Learning to manage	p. 85
  Self-definition	p. 87
  Facing both ways	p. 90
  Links upwards	p. 91
  Representing the team's interests	p. 91
  Influencing policy	p. 93
  Getting support	p. 94
  Links sideways: the District Managers' Group	p. 95
  Links with social workers	p. 97
  Conclusion	p. 102
  Front-line managers and trade unionism	p. 103
  Introduction	p. 103
  Union activity	p. 105
  N.A.L.G.O.	p. 105
  The nature of district managers' allegiance to trade unionism	p. 106
  The shop stewards committee as workplace trade unionism	p. 109
  Trade unionism as a threat?	p. 113
  Conclusion	p. 116
  Notes	p. 118
  Conclusion	p. 119
  Past patterns	p. 119
  Future prospects	p. 122
  Managerial strategies	p. 122
  Levels in the labour process	p. 124
  The social work labour process and the service user	p. 125
  The labour process perspective and social divisions	p. 126
  The sample of front-line managers	p. 129
  Bibliography	p. 139
  Table of Contents provided by Syndetics. All Rights Reserved.

기본정보

ISBN	9781859725863 ( 1859725864 )
발행(출시)일자	1998년 05월 01일
쪽수	준비중