Chapters in Books (Social Work)

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    A strengths perspective on supervision of social workers within a social development context : a best practice vignette
    (Whiting & Birch Ltd, 2013-11) Engelbrecht, Lambert K.
    INTRODUCTION: Th e emergence of new public management measures as an operationalisation of neoliberal ideas is evident in various social work contexts all over the world. Consequential changes in conditions of service delivery, control and accountability create an infusion of supervision mechanisms for bureaucratic standardisation in social service delivery; and have the potential to exchange the traditional client-practitioner relationship for marketisation, resulting in a buyer-seller relationship (Bradley et al, 2010; Hughes and Wearing, 2007). Indeed, this growing global discourse has an immense impact on management and leadership practices in social work as welfare organisations and social workers are subjected to ever increasing performance pressures, exacerbated by a dominant defi cit-based work orientation (Engelbrecht, 2010). Th ese stressors, coupled in many instances with a traditional Western paternalistic and imperialist male worldview of social work supervision (O’Donoghue, 2002) as imbedded in the management and leadership models employed at social welfare organisations, need to be addressed by a critical theory beyond a defi cits approach as an interpretative framework.
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    Project management across diverse cultures
    (Jessica Kingsley Publishers, 2012-03) Engelbrecht, Lambert K.; Spolander, Gary; Martin, Linda; Hafford-Letchfield, Trish (forward)
    INTRODUCTION: Throughout this book we have sought to develop your skills and understanding of project management and have used case studies to help your understanding from a largely UK context. This final chapter seeks to take a wider perspective and to develop a framework of project management across different cultures. This is important in an increasingly globalised world and has implications for the assumptions that we may make as project managers. Indeed, Spolander, Pullen-Sansfaçon, Brown & Engelbrecht (2011) in their study of Canada, South Africa and England, highlighted that the social-political contexts for the delivery of social welfare services vary considerably. Project managers in the social work and social care sector should therefore be mindful of globalisation and the migration of people and cultures. Hence, unsubstantiated assumptions cannot be made about cultures in project management as a result. Additionally, project managers who wish to work within other international social welfare contexts as part of their career progression, should develop their skills and understanding to reflect this global reality.