Book review
Title: Proactive Management in Social Work Practice
Editor(s): Lambley, Sharon
Year: 2009
Edition: 1
Number of pages: 170
Publisher: Learning Matters
ISBN: 978 1 84445 289 7
Price: £21.00
Reviewer: Karen Burrows, Children's Services Manager, NSPCC
Review date: 30/09/2009
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As a social work manager with an activist learning style I was immediately drawn to this book and its promise of developing skills in managing proactively. I found the book totally accessible, well structured and clearly written. I would recommend the book to those studying for post-qualifying awards as at the start of each chapter there is a very helpful outline of where the chapter contents aid in meeting the post qualifying requirements.
Throughout the book are useful activities that help the reader to reflect on their managerial practice and I found these really useful in encouraging me to really think about my managerial practice and help my professional development.
Chapter 1 looks at leadership and the range of technical knowledge and skills required as a social work manager. Chapter 2 examines how the role of the social work manager has evolved over the last decades and how various political and policy directives have influenced the role and also created an increasing awareness of the business context of social work. Chapter 3 focuses on learning cultures in an organisation and how to performance manage effectively. Chapter 4 gives an in depth view of how to self manage and deal with day to day managerial task such as communication, active listening, giving and receiving feedback, written communication and negotiation. The chapter also gives a useful overview of Stephen Covey’s 7 habits of highly effective people (1989). Chapter 5 looks at managing the performance of an individual worker and I particularly liked the section on motivating staff. Chapter 6 moves away from the individual and focuses on managing and leading teams. The chapter explores the differences between groups and teams, the expectations of team working, and skills for building effective teams. Chapter 7 looks at leading and managing change. This was a very pertinent section for me as since stepping into my management role 2 ½ years ago I have needed to lead my team through many periods of change with yet more on the horizon. I found the case-studies useful in this chapter as well as the section on involving stake holders in change. The final chapter in the book, Chapter 8, is all about looking forward and in light of Baby P highlights the future challenges to move towards improved management and leadership in social work.
I would definitely recommend this book to teachers on Advanced Social Work programmes. I myself intend to use this book as on going learning resource and will be using the many themed activities to continue to develop my managerial skills.
