social work management

Maurice Williams is the former director of Treatment Foster Care. He points out “hundreds of problems that need to be solved” each and every day (“Structural Framework: Authority and Supervision,” 2013, p. 1). However, Maurice indicates that his very first concern when he shows up for work is whether there were any disruptions overnight that need to be dealt with immediately. In other words, a director of human services needs to address crises calmly, efficiently, and carefully. As the director of the human services program—in this case foster care—Maurice shows how a leader’s role is to anticipate and identify problems as they arise, as well as delegating responsibility. Maurice notes, “it is my responsibility to get with the clinical director, to get with case carrying social worker to figure out what actually is the problem,” (“Structural Framework: Authority and Supervision,” 2013, p. 1). This requires following policy and procedure, involving the participation of the entire team rather than making unilateral decisions. Although this may seem to slow down the decision making process, Maurice shows that involving the entire team ensures that the case is dealt with effectively by paying attention to all the contextual variables, the case history, as well as the new information precipitating the crisis.
A director does not use authority to have power over others, but to distribute power among all human services workers in order to achieve goals and best possible outcomes. Maurice’s approach to problem solving and crisis resolution reflects the research by Farh & Chen (2014), who found “abusive supervision in team settings holds toxic consequences for the team and individual,” (p. 1074). Maurice always keeps in mind the welfare of the children as well as the social work staff, occasionally placing him and other administrators in a strategic liaison position. Well functioning child welfare units like Maurice’s demonstrate key variables including “good supervision,” which depends on “management essentials such as people skills, organizational skills, and time management,” (Hanna & Potter, 2012, p. 423). Although policy and changes to the policy environment may alter managerial methods and tactics, organizational culture is ultimately created by persons in positions of relative power like Maurice. As Bogo & Dill (2008) find in their research on administrative responsibilities and authority, the “use of power was related to elements in their relationships with frontline workers and their own professional development,” (p. 141). Maurice cultivates strong and open ties with frontline workers, never sacrificing their own welfare or needs while also keeping in mind the best interests of clients.
As Maurice points out, it is technically impossible to prevent crises in human services because crisis is the nature of the job. “We're crisis interventionist people. We thrive in crisis,” (“Structural Framework: Authority and Supervision,” 2013, p. 1). However, human services can prevent and address the problems that arise in their organizations by keeping in mind their partnerships with other agencies. Maurice indicates some of the challenges that come with mobilizing volunteer resources to assist their social work team. As Bunger, Collins-Camargo, McBeath, et al (2014) point out, human services leaders like Maurice are “encouraged to collaborate with other public and private agencies in providing services to children and families (p. 113). In an area where human services are privatized and deregulated, competition among providers can hinder quality of service: “competition can undermine collaboration unless managed strategically,” (Bunger, Collins-Camargo, McBeath, et al, 2014, p. 113). In Maurice’s case, his organization relies heavily on volunteers, as well as collaboration with community partners. Because competition is not an issue in this case, the administrator effectively mobilizes resources, empowering all individuals involved in the case to do their job as effectively as possible within the boundaries of their personal and financial resources.




References

Bogo, M. & Dill, K. (2008). Walking the tightrope. Child Welfare 87(6): 141-157.
Bunger, A.C., Collins-Camargo, C., McBeath, B., et al (2014). Collaboration, competition, and co-opetition. Children and Youth Services Review 38(2014): 113-122.
Farh, C.I.C. & Chen, Z. (2014). Beyond the individual victim. Journal of Applied Psychology 99(6): 1074-1095.
Hanna, M.D. & Potter, C.C. (2012). The effective child welfare unit supervisor. Administration in Social Work 36(2012): 409-425.
“Structural Framework: Authority and Supervision,” (2013). Laureate Education, p. 1).