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By Veronica Coulshed (auth.)

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If the manager comes from a different occupational background, credibility might more readily be established by showing a genuine willingness to learn about social work's current professional concerns and practices. 5. The importance of relationships will be highlighted, between clients and workers; amongst team members; between other disciplines; and also with numerous local, regional and national bodies. 6. What distinguishes human service management from that in non-service sectors is the fact that many agencies are dependent upon, or even captives of, other organisations; planning has to take into account the restraints imposed by more powerful bodies.

System Two represents benevolent autocracy and paternalism. System Three is characterised by some consultation with workers, while System Four uses participative management, involving people in decisions which concern them (Lewis and Lewis, 1983). Theoretically, then, System Four - with its group supervision, decision-making and link pins acting as information bearers amongst all the groups - is the most superior. Mary Parker Pollet Despite leaving Mary Parker Follett to the last in this overview of human relations theorists, she, in fact, was one of the most instrumental figures in shifting the emphasis from a concern with organisational control to one of sensitivity to human factors (Warham, 1975).

Self-management of this VVhy Study Afanagen1ent? 21 nature is one way of preventing what has become known as 'burn-out'. Again, I explore this topic in detail in Chapter 4. A final reason why I would argue that all social workers are managers is that each person in a department can be an instigator or a contributor to change and innovations. These do not always have to come from without; changing the agency from within frequently occurs (see, for example, Patti and Resnick, 1972) and one need not be in a position of power to influence agency practice.

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