This updated and revised edition of Managing at the Front Line retains the overall aims of the earlier edition, but has been extended to address a wider range of management issues, and has delved more deeply into some areas of management. There are, in addition, new areas that were not addressed in the first edition or where there have been new policy initiatives of legislation. This handbook draws directly on the experience of frontline managers and staff, providing examples of managing and working in social care services.
About the Handbook
Managing at the Front Line has been written to help improve management skills, whether for a newly appointed manager, or for those who have been managing for some time but feel they could benefit from reflecting on their management practice. This is a flexible and adaptable handbook that can fit in with your needs and is intended as a practical resource to support you when you need to understand some aspect of management. Informed by research findings, as well as a wide range of management theories this useful information is split into four parts; On becoming a manager; Management techniques; Managing the service; and Developing yourself, your staff and your service.
Continuous Professional Development
Professionals within the social care sector are required to undertake Continuous Professional Development (CPD). Those who use this resource will be able to gain CPD points.
Vital information for: managers and directors working in social care
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Section one: On becoming a manager
Chapter 1 - Moving into management
Chapter 2 - Changing roles and responsibilities
Chapter 3 - Becoming effective in the management role
Chapter 4 - Managing and leading
Section two: Management techniques
Chapter 5 - Delegation
Chapter 6 - Staff supervision
Chapter 7 - Improving motivation and job satisfaction
Chapter 8 - Managing and developing teams
Chapter 9 - Managing meetings
Chapter 10 - Managing time and pressure
Section three: Managing the service
Chapter 11 - Managing quality and standards
Chapter 12 - Managing poor performance
Chapter 13 - Managing workplace conflicts and disagreements
Chapter 14 - Managing diversity
Chapter 15 - Managing change
Chapter 16 - Managing your budget
Chapter 17 - Managing information and communications technology
Section four: Developing yourself, your staff and your service
Chapter 18 - Managing your own development
Chapter 20 - Managing across professional and agency boundaries
Chapter 21 - Greater personalisation of services
Terry Scragg
Terry Scragg was formerly principal lecturer in management in the School of Social Studies, University of Chichester, where he was responsible for postgraduate courses for health and social care managers. He originally worked in social services departments as a mental health social worker, team manager and training manager before moving into higher education. He has undertaken a wide range of training and consultancy in social care services, both in the state and independent sectors, and has written numerous books and articles drawing on this experience. He has recently co-edited Reflective Practice in Social Work (2007) and Safeguarding Adults in Social Work (2008).
Alongside academic and consultancy work he has had a long-term commitment to services for people with learning difficulties, including research, advisory and trustee roles. He has an MA in social service planning, a PhD in management and is a fellow of the Chartered Institute of Personnel and Development. He is currently a visiting fellow at the University of Chichester and a trustee of a learning difficulties service in West Sussex.