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Managing State Social Work - Front-Line Management and the Labour Process Perspective (Hardcover)
Loot Price: R2,037
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Managing State Social Work - Front-Line Management and the Labour Process Perspective (Hardcover)
Series: Routledge Revivals
Expected to ship within 10 - 15 working days
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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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