Managing State Social Work

Front-Line Management and the Labour Process Perspective

Nonfiction, Social & Cultural Studies, Social Science, Social Work
Cover of the book Managing State Social Work by John Harris, Taylor and Francis
View on Amazon View on AbeBooks View on Kobo View on B.Depository View on eBay View on Walmart
Author: John Harris ISBN: 9780429833212
Publisher: Taylor and Francis Publication: December 20, 2018
Imprint: Routledge Language: English
Author: John Harris
ISBN: 9780429833212
Publisher: Taylor and Francis
Publication: December 20, 2018
Imprint: Routledge
Language: English

Published in 1998. The industrial model of the labour process developed by Braverman was applied to social work in the radical social work literature. The book engages in a more critical examination of the application of the labour process perspective to social work, with particular reference to front-line management in a local authority context. It begins with a review of the labour process literature which demonstrates the extent to which the independence of Braverman’s model on scientific management was undermined in the post-Braverman debate. The radical texts' orthodox Bravermanian approach to the social work labour process is considered. In those texts, the social work labour process is represented as having moved towards an industrial model which steadily encroached on the autonomy of front-line field social workers, through managers’ wresting of control over their work. The book advances an alternative model of the social work labour process which takes account of the distinctive features of social work, as a state-mediated, bureau-professional labour process. Findings from a small-scale case study of a social services department are presented. Data from the study are used to test the bureau-professional model of the social work labour process against the orthodox Bravermanian model. Developments in the social services department’s organizational structure are set out and the position of front-line managers is considered through an exploration of their identifications and commitments in relation to management and trade unionism. The data from their accounts support the bureau-professional model of the labour process and the position of front-line managers emerges as more ambiguous than the radical social work literature indicated. Front-line managers did not share global goals with senior management, nor were their interests merged straightforwardly with those of social workers.

View on Amazon View on AbeBooks View on Kobo View on B.Depository View on eBay View on Walmart

Published in 1998. The industrial model of the labour process developed by Braverman was applied to social work in the radical social work literature. The book engages in a more critical examination of the application of the labour process perspective to social work, with particular reference to front-line management in a local authority context. It begins with a review of the labour process literature which demonstrates the extent to which the independence of Braverman’s model on scientific management was undermined in the post-Braverman debate. The radical texts' orthodox Bravermanian approach to the social work labour process is considered. In those texts, the social work labour process is represented as having moved towards an industrial model which steadily encroached on the autonomy of front-line field social workers, through managers’ wresting of control over their work. The book advances an alternative model of the social work labour process which takes account of the distinctive features of social work, as a state-mediated, bureau-professional labour process. Findings from a small-scale case study of a social services department are presented. Data from the study are used to test the bureau-professional model of the social work labour process against the orthodox Bravermanian model. Developments in the social services department’s organizational structure are set out and the position of front-line managers is considered through an exploration of their identifications and commitments in relation to management and trade unionism. The data from their accounts support the bureau-professional model of the labour process and the position of front-line managers emerges as more ambiguous than the radical social work literature indicated. Front-line managers did not share global goals with senior management, nor were their interests merged straightforwardly with those of social workers.

More books from Taylor and Francis

Cover of the book Cyberspace Law by John Harris
Cover of the book Cybercrime and Digital Forensics by John Harris
Cover of the book Journeys of Remembrance by John Harris
Cover of the book Torture and Truth (Routledge Revivals) by John Harris
Cover of the book Globalization, Labor Export and Resistance by John Harris
Cover of the book Personal Sustainability by John Harris
Cover of the book Assessment in Child Psychotherapy by John Harris
Cover of the book News by John Harris
Cover of the book Federalism, Secession, and the American State by John Harris
Cover of the book Tools and Techniques of Leadership and Management by John Harris
Cover of the book The Routledge Handbook of Philosophy and Science of Addiction by John Harris
Cover of the book Governing Uncertainty by John Harris
Cover of the book The Formation of Turkey by John Harris
Cover of the book Airports, Cities and Regions by John Harris
Cover of the book The Maya Forest Garden by John Harris
We use our own "cookies" and third party cookies to improve services and to see statistical information. By using this website, you agree to our Privacy Policy