Distinguishing Clinical from Upper Level Management in Social Work

<p>Over the past few decades as administrative and technological complexity has increased so has the role and importance of administrative practice in social work. For those making the switch from front-line practice to administration and management there is therefore a real need to prepare and enhance the knowledge base and skill set necessary at the executive level. In particular the importance of budgeting and fiscal management the need for accountability negotiation between different and competing organizations along with an understanding of decision-making planning and understanding levels of risk.</p><p>Written by two experienced authors within social work education this practical workbook presents the interrelated nature of decision-making and provides a model for understanding what is required in the transition from clinician to clinical and upper level management. The text covers:</p><ul> <ul> </ul> <li>The difference between clinical and upper level management skills </li> <ul> </ul> <li>The major trends that influence health and human service organizations </li> <ul> </ul> <li>An analysis of the concept of leadership </li> <ul> </ul> <li>The skills needed by Clinical Managers and Upper Level Managers to administer effectively. </li> <ul> </ul> </ul><p>Distinguishing Clinical and Upper Level Management is a much needed update to the field of management and administration within human service organizations and will be important reading for social work students social service professionals and other human service providers.</p>