Please use this identifier to cite or link to this item: 192.168.6.56/handle/123456789/35016
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dc.contributor.editorAldgate, Jane-
dc.contributor.editorHealy, Lynne-
dc.date.accessioned2019-01-11T14:24:06Z-
dc.date.available2019-01-11T14:24:06Z-
dc.date.issued2007-
dc.identifier.urihttp://10.6.20.12:80/handle/123456789/35016-
dc.descriptionThe book begins with a chapter by John Harris in which he explores the concept of ‘new public management’ with its increased emphasis on more economic, efficient and effective services. This overarching force affecting social services has taken different routes in the US and the UK but with similar outcomes in both including: increased competition, contracting out for services, increased attention to consumerism (involving service-users), increased scrutiny and accountability, requirements for measurable and sometimes pre-set outcomes, increased productivity (higher workloads) and more rationing of resources. These trends and changes have produced new challenges and opportunities for social work/social care managers, accompanied by greater complexity of their roles. Thus Harris sets the stage for the remainder of the book, whose chapters reflect these challenges and opportunities and suggest strategies for managing them successfully-
dc.languageenen_US
dc.language.isoenen_US
dc.subjectHuman services--Great Britain--Managementen_US
dc.titleEnhancing Social Work Managementen_US
dc.typeBooken_US
Appears in Collections:Social Work

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