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Managing state social work : front-line management and the labour process perspective / John Harris.

By: Harris, John [author.]Contributor(s): Taylor and FrancisMaterial type: Text

TextSeries: Routledge Revivals: Publisher: Boca Raton, FL : Routledge, [2018]Copyright date: ©2018Edition: First editionDescription: 1 online resource (162 pages)Content type: text Media type: computer Carrier type: online resourceISBN: 9780429450280(e-book : PDF)Subject(s): Social work administration -- Great BritainGenre/Form: Electronic books.Additional physical formats: Print version: : No titleDDC classification: 361.3068 LOC classification: HV245 | .H352 2018ebOnline resources: Click here to view Also available in print format.

Contents:

1. Introduction 2. The Labour Process Perspective and Management 3. Managing State Social Work: Towards an Industrial Model of the Labour Process 4. Social Work as a Bureau-Professional State Labour Process 5. Levels in the Social Work Labour Process 6. 'Welfareville': Managing State Social Work in a Local Labour Process 7. Front-Line Managers and the Management of State Social Work 8. Front-Line Managers and Trade Unionism 9. Conclusion.

Abstract: 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.

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Title notes

Item type	Current location	Collection	Call number	Status	Date due	Barcode
Online	Gratia Christian College Library Internet	E-book	HV245 .H352 2018eb (Browse shelf)	Available		8000479S

Includes bibliographical references and index.

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.

Also available in print format.