The social worker speaks: II -management of change in the personal social services

Valle, Ivana La; Lyons, Kristen

doi:10.1080/09503159608412571

Cited by 6 publications

(6 citation statements)

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“…In fact, social workers working in such an executive-led environment nowadays are under oppression as they find themselves being marginalized and powerless (Young, 1990). Valle and Lyons (1996) have conducted a study to explore social workers' perceptions towards the changes in the practice of social work. The result indicates that most of the informants felt a deep sense of alienation from the new managerial culture (pp.…”

Section: The Adoption Of Managerialism In Hong Kongmentioning

confidence: 99%

“…Therefore, the continuous outflow of experienced workers has frustrated the professional development in the field (Fighting for Social Welfare Alliance, 2004;HKCS, 2008;HKCTU, 2007;HKSWA, 2009;Lam & Tam, 2009;Law, 2000;Tse, 2010). Furthermore, under Managerialism, social workers are required to do a great deal of managerial works (Heung, 2001;Tsui & Cheung, 2004;Valle & Lyons, 1996). Actually, the Review Report on the Lump Sum Grant Subvention System has revealed such a problem:…”

Section: The Adoption Of Managerialism In Hong Kongmentioning

confidence: 99%

“…They start placing importance on management knowledge rather than professional knowledge. Some even compromise the human services values of care and concern with cash and contract (Tsui & Cheung, 2004;Valle & Lyons, 1996). Gradually, social workers start doing a great deal of managerial work and result in losing their professional stance in the mist of chasing records, figures, money, performance, and brand-name of organization (Harlow, 2000;Ife, 1997;Stanford, 2011;Tsui & Cheung, 2004;Yuen & Ho, 2007).…”

Section: Introductionmentioning

confidence: 99%

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Tumbler in Tidal Wave: The Professional Stance of Social Workers under Managerialism

Lai

2016

IJSW

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<p>Since the concept of Managerialism has been introduced to the social welfare services in Hong Kong, the ecology of social welfare sector has changed drastically. The operation of most organizations adopts a business inclined practice to run their services under the new competitive environment. Consequently, management that is originally supposed to be an auxiliary servant to facilitate the delivery of services has eventually become the master to be served. Most social workers working under such climate find it difficult to exercise their professional functions as they are demanded to fulfill a great deal of managerial duties. Worse off, some appear to have lost their professional identity. This paper is to reveal the struggles of social workers under Managerialism and explore strategies for social workers to live with Managerialism in a way without losing their professional stance through conducting a qualitative research in Hong Kong. The result of this research identifies eight strategies: “reasserting the professional identity”, “realizing the social work values”, “discerning the first and foremost tasks”, “actualizing professional integrity”, “evoking team solidarity”, “exercising personal influence, “performing collaborative resistance”, and “practicing self-reflection”. Since the core of social work is the social work values and to sustain such values demands social workers having a solid professional stance, the suggested strategies derived from this research can be served as a reference for social workers to withstand the assault from the tidal wave of Managerialism and stand firm again on their professional stance, like a tumbler!</p>

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Section: The Adoption Of Managerialism In Hong Kongmentioning

confidence: 99%

Section: The Adoption Of Managerialism In Hong Kongmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Tumbler in Tidal Wave: The Professional Stance of Social Workers under Managerialism

Lai

2016

IJSW

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“…Gore (1993) differentiates helpfully between assembling of self and accounting for self, capturing the tensions between opportunities for critical reflection offered to staff which are loosely or tightly controlled. It is incongruous to make tightly controlled approaches to technologies of self available to human services staff when the aim is to address issues of integrity (LaValle and Lyons, 1996). In a tightly controlled approach, the desired outcome is a harnessing of staff to the incoming, dominant culture (Dawson and Webb, 1989).…”

Section: Developmental Issuesmentioning

confidence: 99%

Hope and despair at the front line

Jones

2000

International Social Work

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Processes of organizational change in the human services are discussed from the perspective of front-line staff. The author argues that we can better appreciate responses to change by considering how staff strive to construct integrity in the light of challenges they construe to their values and their practices. Developmental and conceptual implications of the analysis are outlined in the context of change in human service organizations as they move towards an industrial or post-industrial era.

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“…# 1999 Blackwell Science Ltd priorities of central government (Tavistock 1994/95;Legge 1995). Such practices have rede®ned the relationship between management and frontline sta, who increasingly work within highly prescribed frameworks to ensure they adequately gatekeep scarce resources (Howe 1992;La Velle & Lyons 1996). Management is about clear objectives and hierarchical coordination and control (Rhodes 1994;Legge 1995;Leishman et al 1995) and frontline sta have to accommodate the changing relationship between management and sta that results from this shift in focus.…”

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confidence: 99%

Child care social work and the role of state employees

Huntington

1999

Child & Family Social Work

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Provision of statutory social work services to children and their families has a long and contentious history as conflicting ideas about appropriate interventions, in what is still largely characterized as the private sphere of the family, define the terrain for practice. More recently, staff in social services departments have had to meet the challenges of contemporary practice at a time of major restructuring. Implementing the National Health Service & Community Care Act 1990, and meeting the demands of Audit/Social Services Inspectors, leaves departments struggling to meet externally imposed criteria focused on particular interpretations of the nature of economy, efficiency and effectiveness in the public sector. In general staff have had to respond to competing imperatives as they offer services in ways that reflect shifting priorities, priorities that are inevitably shaped by ideological, political, economic and technological agendas as well as by professional concerns. In the process the role and task for social work is once again being redefined. This paper seeks to challenge dominant narratives, through exploration of the contemporary context for practice, and reassert the importance of social work input even as individuals’ working lives change around them.

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The social worker speaks: II -management of change in the personal social services

Cited by 6 publications

References 1 publication

Tumbler in Tidal Wave: The Professional Stance of Social Workers under Managerialism

Tumbler in Tidal Wave: The Professional Stance of Social Workers under Managerialism

Hope and despair at the front line

Child care social work and the role of state employees

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