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The Social Worker
as Manager
 Seventh Edition

The Social Worker

as Manager
A Practical Guide to Success

Robert W Weinbach
University of South Carolina

Lynne M. Taylor
The Council on Social Work Education

PEARSON
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Library of Congress Cataloging-in-Publication Data

Weinbach, Robert W.
The social \VOrker as manager : a practical guide to success I Robert W. Weinbach, University
of South Carolina, Lynne M. Taylor, The Council on Social Work Education.-Seventh edition.
pages cm
ISBN- 13: 978-0-205-95791-0
ISBN- 10: 0-205-95791-9
1. Social work administration-United States. I. Taylor, Lynne M. II. Title.
HV95.W43 2015
36 l.3068-dc23
2014007705

10 9 8 7 6 5 4 3 2 1

PEARSON ISBN- 10: 0-205-95791 -9

ISBN- 13: 978-0-205-95791-0
Contents

Preface x111
Acknowledgments xiv

PART ONE: HUMAN SERVICES MANAGEMENT

IN PERSPECTIVE 1
1. Defining and Describing Management 3
Management Is Not an Option 4
What Is Management? 5
\iVhat Do Managers Do? 6
Management Activities 6
What Management Seeks to Accomplish 6
Some of the Tasks of Management 8
Management as Both a Science and an Art 8
Four Basic Assumptions about Management 13
Management Is Everyone's Work 13
Management and Services Are Interdependent 15
Good Management Requires Technical, Conceptual,
and Interpersonal Skills 16
Management Knowledge Is Out There 17
Social Work Ethics and Management 17
Social Work Core Competencies and Management 19
The Presence of Management 20
Summary 20
Application 21

2. What Makes Human Services Management Different? 22

The Task Environment 22
Different Types of Task Environments 24
Improving Relationships with the Task Environment 27

v
VI Contents

Other Characteristics of Human Service Organizations 34

Focus on Efficiency 34
Loyalty and Dependency 35
Attitudes about Competition 37
Marketing Strategies 38
Available Cause-and-Effect Knowledge 38
Interaction with the Consumer 39
Indicators of Success 40
Role of Supervisors 40
The Prime Beneficiary 41
Non-Profit Organizations 47
Types of Non -Profit Organizations 47
Lobbying 49
Advocacy 49
Summary 50
Application 50

3. Historical Origins of Current Management Practices 51

Scientific Management 52
Limitations of Scientific Management 53
Current Applications of Scientific Management 55
Administrative Management 55
Limitations of Administrative Management 57
Current Application ofAdministrative Management 58
Bureaucratic Management 58
Limitations of Bureaucratic Management 60
Current Applications of Bureaucratic Management 63
Common Shortcomings of the Classical Management Theories 65
Responses to Classical Management Theories 66
The Modern Structuralists 67
Human Relations 67
Contingency Theory 68
Participative Management 69
Organizational Culture 74
Summary 75
Application 76
Contents vu

PART TWO : THE MAJOR MANAGEMENT ACTIVITIES 77

4. Leading 79
The Elements of Leadership 80
Leadership Tasks at Different Levels 81
Leadership at the Board Level 81
Leadership among Managers 83
Theories of Leadership 84
Trait Theories 84
Behavioral Theories 85
"Style" Theories 86
Contingency Theories 89
Leadership and Followership 91
Creating a Favorable Organizational Climate 92
Teamwork 92
Mutual Respect and Confidence 93
Understanding of Respective Roles 94
Advocacy 95
Maximum Autonomy 98
Good Communication 98
Summary 101
Application 102

5 . Planning 103
Five Types of Plans l 04
Missions 104
Goals 109
Objectives 110
Strategies 112
Budgets 113
Strategic Planning 114
Planning for What Might Happen 115
Summary 119
Application 119
Vlll Contents

6. Influencing Day-to-Day Activities of Others 120

Setting Limits 121
The Power to Influence 122
Legitimiz ed Power 122
Power and the Informal Organization 122
Methods for Influencing 126
Formal Guides for Action 126
Information 135
Advice 136
Directives 136
The Manager's Example 138
The Ideal Mix 139
The Optimum Amount of Influence 142
What Is Micromanaging? 143
Summary 144
Application 145

7. Organizing People and Tasks 146

Creating Manageable Work Units 147
Simple Numbers 148
Time Worked 149
Discipline 149
Enterprise 150
Territory Served 151
Service Offered 153
Client Problem 154
Multidisciplinary Teams 155
Marketing Channels 156
Combining Two or More Methods 157
Time Management 158
Delegation 159
Key Terminology 160
Types of Authority 161
Delegation to Groups 166
Desirable Characteristics for Delegation 169
How Much Organizing Is Optimal? 170
Summary 171
Application 172
Contents ix

8 . Fostering and Managing Staff Diversity 173

Recruitment and Hiring 173
Recruitment 173
Other Issues in Hiring 175
Staff Member "Types" within Human Service Organizations 180
Professionals 180
Preprofessionals 183
Paraprofessionals 183
Indigenous Nonprofessionals 184
Support Staff Members 185
Volunteers 186
What Is the Optimal Mix? 192
Managing Diversity in the Workplace 192
Types of Diversity 192
Diversity among Staff Members 193
Diversity among Managers 195
Discrimination, Prejudice, and Stereotypes 196
Negative Stereotypes and Discrimination 197
"Positive" Stereotypes and Discrimination 199
Another Form of Diversity in the Workplace 199
Summary 202
Application 203

9 . Promoting a Productive Work Environment 204

Understanding Individual Motivation 204
Maslow's Hierarchy of Needs 205
Herzberg's Two-Factor Theory 207
McClelland's Needs Theory 211
Other Theories of Individual Motivation 212
Other Factors That Affect Job Performance 213
Professional Values and Ethics 213
Influence of the Work Group 214
Loyalties 218
Supervision 219
Supervisory Roles and Responsibilities 219
Attributes of Good Supervision 220
Alternative Supervisory Models 221
Summary 223
Application 224
x Contents

10. Promoting Professional Growth 225

Staff Performance Evaluations 225
Why Do Social Workers Dislike Performance Evaluations? 225
The Benefits of Performance Evaluations 226
Characteristics of a Good Evaluation 229
Conducting Performance Evaluations 236
Problems That Sometimes Occur 237
Trends in Performance Evaluations 238
Continuing Education 241
Types of Continuing Education 242
Providers of Continuing Education 245
Agreements for Providing Continuing Education 248
Promotions 252
Common Issues 252
Other Issues That May Be Relevant 255
Transfers 255
Summary 256
Application 257

11 . Managing Staff Problems 258

Addressing Specific Problem Behaviors 258
Natural Consequences 259
Penalties and Sanctions 259
Inadequate Job Performance 260
Verbal Reprimands 261
Written Reprimands 262
Warnings and Contracts 264
Termination 264
Job Abandonment 270
Gross Misconduct 270
Exit Interviews 271
Summary 272
Application 273

12. Financial and Technology Management 274

Managing and Acquiring Resources 274
Managing Resources Well 274
Fund Acquisition 276
Nontraditional Funding Sources 280
Contents x1

Technology Management 282

Changes That Have Occurred 282
The Technology Deluge 284
The Internet 284
E-Mail 288
Other Confidentiality Threats to Organizations 290
Looking Ahead 291
Summary 294
Application 295

PART THREE: COMPLETING THE MANAGEMENT PICTURE 297

13. Other Important Management Responsibilities 299
Change Management 299
Resistance to Change 301
Implementing Change 303
Preventing Staff Turnover 306
Burnout 307
Lack of Stimulation 307
Lack of Opportunity for Advancement 308
Program Management 312
Programs and Logic Models 313
Management and Program Evaluation 315
Board Management 317
Summary 318
Application 318

14. Becoming and Remaining a Successful Manager 319

Common Sources of Stress among Managers 319
Criticism and Conflict 320
Loss of Client Contact 320
Responsibility for Decision Making 321
Power Issues 322
Interpersonal Relationships with Subordinates 323
Is a Management Career Right for You? 326
Errors in Decision Making 326
Changes to Expect 330
A Guide for Decision Making 333
Xll Contents

Taking the Job 334

Managers New to the Organization 334
Managers Promoted from Within 335
New and Preexisting Positions 337
Following the Popular Manager 337
Following the Less Popular Manager 338
Surviving and Succeeding as a Manager 340
Developing an Effective Management Style 340
Managers' Needs and Organizational Needs 342
Growing as a Manager 344
Summary 345
Application 346

Endnotes 347
Index 355
Preface

The first edition of this book was published in 1990. Each subsequent edition has attempted
to keep pace with changes in the field and to enrich content from the previous edition.
The book is still designed to be easy to read, conversational, and full of real-life
examples (more than ever) and practical applications. It is also based on the same premises
that guided earlier editions. For example, we still contend that management is performed
by every social worker; we are all managers in our personal lives, but also for a greater or
lesser part of our workday. The book is written for use in a one-term course in management
for BSW or MSW students. It should also prove helpful for those social work practitioners
who, by choice or necessity, now find themselves with significant management responsi-
bilities and can benefit from a little help. Many of the content areas are the same as in earlier
editions; nlanagement is still management. However, with the collective suggestions of a
knowledgeable group of reviewers, and our own continued experiences in teaching social
work students about management, we have made some important changes, too. With few
exceptions, we have maintained the same framework and sequence of contents that were
first introduced in the previous edition because they have been well received.
Most of the content that we included in this edition is applicable to those social work-
ers usually identified as managers, that is, for first-level supervisors on through directors of
public or private human service organizations. To a lesser degree, it also addresses manage-
ment issues faced by those who spend much of their day delivering direct service to clients
but who may supervise volunteers, students, or clerical staff, and who also have to manage
their own professional lives. There are a few topics and issues that are the exclusive do1nain
of only higher-level managers (e.g., board functioning and board management). They were
included because of our belief that social workers working in organizations need to under-
stand how and why they occur and how they may impact their jobs, even if they are not
directly involved with them.
What is new or different about this edition? Here are the major changes:
1. Addition of an "Applications" section at the end of each chapter that can be as-
signed for individual completion by students and/or can be used for group class
discussion.
2. Revised real life case examples (and one new one), all with additional and revised
questions.
3. 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 1nanagement.
4. Updated information on technology, with emphasis on such current issues as use
of social media and personal electronic devices in the workplace.

Xlll
XIV Preface

Of course, we have also revised and updated all chapters. We have added many new
examples drawn from social work practice and recent current events to provide clarifi-
cation of some of the more difficult concepts and ideas. We've added additional content
on such topics as hostile task environments (Chapter 2), nlanagement style (Chapters 4
and 14), organizations as systems (Chapter 6), tall and flatter organizations (Chapter 7),
use of volunteer coordinators (Chapter 8), new trends in uses of technology in the work-
place (Chapter 12), and staff retention (Chapter 13). In order to add all of the new content
while still keeping the book at a practical and affordable length, some content from earlier
editions was condensed or, less frequently, deleted. We kept quotations and references to
the writings of others to a minimum, a practice which we believe is justifiable since tllis
book is primarily a compilation of our own ideas (and biases) about what constitutes good
social work 1nanagement. Besides, others' ideas are easily located and readily available in
other books on the topic of management and also in professional journals, on the Internet,
and even in those in-flight magazines!

Acknowledgments
Many people made this revision possible. Ashley Dodge and Carly Czech at Allyn &
Bacon were supportive and helpful in many ways. They acquired reviews of the 6th
edition from: Gregg Allinson, Beaufort County Community College; Yvonne Barry, John
Tyler Community College; Lettie Lockhart, University of Georgia; and Kimberley Zittel-
Palamara, Buffalo State College. We are most grateful to these colleagues for their valuable
critiques and thoughtful suggestions, many of which we have incorporated in this edition.
Responding to reviews is always a difficult task, especially when one reviewer's sug-
gestion conflicts with that of another reviewer. Choices must be made, and so we made
them. Ultimately, the revisions that we made and the ways that we made them are our own
responsibility. We are hopeful that they will be well received by students and faculty alike.
As always, any criticisms and suggestions are always welcome. We are still a long way from
perfection!

Robert W Weinbach
University of South Carolina
Lynne M. Taylor
The Council on Social Work Education
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