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Good case workers deserve a chance to become managers, but at interview they also need to demonstrate the necessary capacity to make a demanding transition, often without formal training. This accessible book helps them do this as effectively and comfortably as possible by exploring how to:
" make a good start
" manage the service, people, the future, quality, change, and themselves.
Illustrated with numerous social care examples, it is also well worth reading before applying for the job.
Alongside attention to what can be learned from mainstream management on matters such as efficiency, effectiveness and value for money, it recognises and responds to social care's unique features, including:
" the never-ending process of meeting social need, the consequent importance of milestones to measure progress, and knowing when to stop.
" staff being trained as advocates for clients while also having loyalties to their profession and employer.
" how to give guidance and direction to idealism and free spirit, without crushing it.
" being in charge while making decisions in teams.
Offering guidance on learning, it helps you become a manager in a way that is appropriate to social care's emphasis on helping people to help themselves.
Managing the first few weeks. Managing the service. Managing people. Managing strategically. Managing for quality. Managing change. Managing yourself. References, recommended reading and websites.
About the authors
Paul Harrison has worked for over thirty years in social care, where he has held a number of management positions within the statutory sector, and has also served on several voluntary organisations' management boards. He is Director of Services for Children and Families in the Health Service Executive, North Dublin.
Published November 2006