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100   $a20180706d2013      uy             0
101 0 $aeng
135   $aur|n|---|||||
181   $ctxt
182   $cc
183   $acr
200 10$aDistinguishing clinical from upper level management in social work /$fMarvin D. Feit and Michael J. Holosko
210  1$aAbingdon, Oxon ;$aNew York, N.Y. :$cRoutledge,$d2013.
215   $a1 online resource (224 p.)
300   $aDescription based upon print version of record.
311   $a0-7890-2539-6 
311   $a0-7890-2538-8 
320   $aIncludes bibliographical references and index.
327   $aIntroduction -- A model for understanding the management and administration of social work problems -- Current trends influencing health and human service organizations (HSOs) -- Social work leadership: identifying core attributes -- Clinical vs. upper level management: program evaluation -- Clinical vs. upper level management: financial management -- Where data meets dollars: decision-making epilogue.
330   $aOver 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 understan
606   $aSocial work administration
606   $aSocial workers$xSupervision of
615  0$aSocial work administration.
615  0$aSocial workers$xSupervision of.
676   $a361.3068/4
700   $aFeit$b Marvin D.$0886628
701   $aHolosko$b Michael J$01558953
801  0$bMiAaPQ
801  1$bMiAaPQ
801  2$bMiAaPQ
906   $aBOOK
912   $a9910792063003321
996   $aDistinguishing clinical from upper level management in social work$93823817
997   $aUNINA