Social Work Management Case Study

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…