Management and leadership are increasingly important within the organisation and delivery of social care services and now form part of the post qualification framework for social workers. Yet, whilst there is a relatively broad understanding of management concepts and their application in social care, their foundations often go unchallenged both by students and managers. Furthermore, leadership is open to a wide range of interpretations and is often ill-defined with the expectation that we share a common understanding of the term.

This text promotes an appreciation of the development of management and leadership thinking and the different themes which inform current ideas. It considers these topics from a range of theoretical standpoints in order to stimulate readers to consider their own experience and expectations of management and leadership. It then demonstrates how these standpoints might promote innovative approaches to management and leadership within social care organisations and ways in which such organisations might then develop. The aim of this challenging text is to encourage critical and informed reflection on current practice.

Social Work Management and Leadership is essential reading for students of management and leadership in social care as well as being an invaluable resource for managers who simply wish to consider new approaches to their practice.

Management and leadership are increasingly important within the organisation and delivery of social care services and now form part of the post qualification framework for social workers. Yet, whilst there is a relatively broad understanding of management concepts and their application in social care, their foundations often go unchallenged both by students and managers. Furthermore, leadership is open to a wide range of interpretations and is often ill-defined with the expectation that we share a common understanding of the term.

This text promotes an appreciation of the development of management and leadership thinking and the different themes which inform current ideas. It considers these topics from a range of theoretical standpoints in order to stimulate readers to consider their own experience and expectations of management and leadership. It then demonstrates how these standpoints might promote innovative approaches to management and leadership within social care organisations and ways in which such organisations might then develop. The aim of this challenging text is to encourage critical and informed reflection on current practice.

Social Work Management and Leadership is essential reading for students of management and leadership in social care as well as being an invaluable resource for managers who simply wish to consider new approaches to their practice.

Social services are under pressure from Government and the public to demonstrate the effectiveness of what they do. If the search for useable and relevant measures of effectiveness is to succeed, practitioners, managers, and policymakers must have an understanding of the underlying social science concepts such as Evidence-based practice (EBP). This concept is now promoted as a 'scientific' approach to policy and practice. However, the concept was developed in the field of medicine, and many would ask whether we can safely apply it to the messy process of social problem solving? The promotion of evidence-based practice also has implications for the content and focus of social work education and training, and for the selection and recruitment of staff and students. Evidence-based Practice and Social Work provides a comprehensive overview of developments in this field and highlight many important debates and dilemmas. Writers give clear pointers to the need for a new partnership between research, policy and practice, able to promote effective services. They suggest a more inclusive version of EBP that is better able to respond to the uncertainties of social work practice in the real world. Contents include: An empirical study of the obstacles to evidence-based practice Brian Sheldon, Professor of Applied Social Research/Director, Rupatharshini Chilvers, Annemarie Ellis, Alice Moseley, and Stephen Tierney, CEBSS, Peninsula Medical School, Exeter.The limits of positivism revisited David Smith, Professor of Social Work, Dept of Applied Social Science, University of Lancaster.A problematic relationship? Evidence and practice in the workplace Nick Frost, Senior Lecturer in Continuing Education, University of Leeds.Promoting evidence based practice in a child care charity: The Barnardo's experience Tony Newman, Principal Officer, Research and Development, and Di McNeish, Head of Research, Barnardo's, Cardiff.The Social Care Institute for Excellence: The role of a national institute in developing knowledge and practice in social care Mike Fisher Professor and Director of Research and Reviews, Social Care Institute for Excellence, London.Evidence based social work practice: A reachable goal? Frank Ainsworth, Research Scholar and Lecturer (Adjunct), School of International, Cultural and Community Studies, Edith Cowan University and Patricia Hansen, Head, Department of Social Work, Sydney Children's Hospital, Randwick.Reframing an evidence-based approach to practice Stephanie Tierney, Research Assistant, CEBSS, Peninsula Medical School, Exeter.What works about what works? Fashion, fad and EBP Carolyn Taylor, Lecturer in Social Work, and Susan White, Senior Lecturer in Social Work, Department of Applied Social Science, University of Manchester

The second edition of this key text renews its challenge to the established social work culture of managerialism and effectiveness, arguing that existing social work provision can fail the people it aims to support and protect. This second edition of Social Work Management and Practice: Systems Principles, which was first published in 1989, has now been extensively revised, and reflects the development of both systems ideas and policy implementation since that time. The authors apply the latest systems principles to the practice and management of social work. Drawing on Gregory Bateson's work, they show how creative social work can bring about real and positive change in the ecology of people's lives. This edition contains one new chapter analysing the competencies approach in social work training and updates the family therapy developments, and contains substantial new material on management. This powerful and accessible book demonstrates how a systems-based approach can support people in using their own resources to make new and innovative responses to difficult situations.