Management in Social Work

A Discussion of Professional Issues of Hospital Social Workers in Saudi Arabia

“…as effectively as possible. (Phillipson, 2002, p. 245) In accordance with above statement, the purpose of supervision is to guide and enable the worker to achieve as high a level of functioning as possible, both in applying relevant knowledge and in professional and conscious Albrithen and N. Yalli utilization of his/her personality as a work tool (Coulshed et al, 2006;Koeske & Koeske, 1989;Mizrahi & Abramson, 1985;Reynolds, 1965). With such facilitation, professionals may provide effective services to clients, in accordance with organizational policy (Kadushin, 1992).…”

“…The findings do, however, highlight a common positive attitude and willingness among the social workers to improve their knowledge and skills. It is, therefore, apparent that additional on and off the job training could contribute to social workers' effectiveness and overall performance (Coulshed et al, 2006). Professional development may also provide participants with the opportunity to engage in current educational guidance Training can open up more channels for partnerships and positive teamwork between social work staff and other professional groups in the hospital, especially the hospital's management, leading to a successful implementation of organizational strategies.…”

“…There are several reports indicating that collegial support and unity (e.g., positive relationships, communication, monitoring, and guidance) among members of the social work team within the hospital can provide practitioners, especially those who are less experienced, with the opportunity to share knowledge and advance skills. They may further gain better perspectives and understanding of the job, which can facilitate successful adjustment to the work environment, more efficiency to handle difficult job demands, manage the job when in conflict with organizations or community groups, in addition to many other benefits that can have important implications for quality performance (Cherniss, 1980;Coulshed et al, 2006;Koeske & Koeske, 1989;Maslach, 1978;Pockett, 2003;Sandroff, 1989;Yip, 2004). Moreover, it has been suggested that practitioners who perceive that they receive inadequate support from their colleagues in the social work department are more likely to report role limitations (Yoo & Brooks, 2005), are more likely to feel frustrated by the job (Cherniss, 1980;Huxley et al, 2005;Koeske & Koeske, 1989;), and are more likely to indicate ineffective work-related behavior (Abu-Bader, 2000;Penna, Paylor, & Soothill, 1995;Pockett, 2003).…”

“…Within the health care sector, support from co-workers, senior colleagues, supervisors, and managers operating within the social work team, can play a major role in practitioners' performance and their overall relationships with the job (Cherniss, 1980;Pockett, 2003;Coulshed, Mullender, Jones, & Thompson, 2006). Acker, for example, points out that:…”

Advancing social work professionalism: Standards for management and leadership in Aotearoa New Zealand

“…Divergent perspectives on this issue are equally evident in the social work and wider management and leadership literature. At one end of a continuum, unequivocal statements that the two terms are interchangeable are made; an example is found in the well-recognised British social work management text Management in Social Work (Coulshed, Mullender, Jones, & Thompson, 2006.) From the wider management and leadership writing, we may note, for example, Zaleznik's (2010) assertion that there is a radical difference.…”