Elizabeth Harlow

Why don't women want to be social workers anymore? New managerialism, postfeminism and the shortage of social workers in social services departments in England and Wales

Since its origins as a philanthropic activity, the practice of social work in the UK has, numerically at least, been dominated by women. This continues to be the case, though fewer women are presenting themselves as candidates for training courses, and men do not appear to be taking their place. In addition, social workers are leaving their posts for alternative career opportunities. As a consequence there is a staffing shortage, which in some parts of London and the south-east of England, is said to have reached crisis proportions. Whilst there are a number of reasons as to why this situation has evolved, this paper gives particular attention to the way in which new managerialism is contributing to the difficulties in retaining staff. The difficulties in recruiting staff are attributed not only to the low status that is afforded caring work in late modernity, but also the postfeminist context that provides women with new opportunities for paid work in the public sphere.

New managerialism, social service departments and social work practice today

Abstract Global economics, demographic change and the rise of neo-liberal-ism have contributed to the new managerialist ethos of public sector organisations. In consequence, Local Authority Social Service Departments have been reformed and now operate by means of management approaches borrowed form the private sector. It is argued here that this new organisational and managerial context is reshaping the very nature of social work. Previous methods have given way to a managerial-technicist practice that fails to place due emphasis on the non-rational component of the human condition and the process of caring. This approach is compared to the earlier reflexive-therapeutic, socialist-collectivist and individualist-reformist perspectives, as identified by Payne (1997). The paper concludes by noting the uncertain future of Social Service Departments as well as social work itself.

Neoliberalism, managerialism and the reconfiguring of social work in Sweden and the United Kingdom

This article considers some of the ways in which neoliberalism, through the processes of managerialism, has impacted on the occupation of social work in Sweden and the UK. It is argued that there are similar implications in both countries, through the managerial drive for increased performance in economy, efficiency and effectiveness, but also in the development of evidence based practice. Whilst the key focus of the article is on similarities between these two countries, differences are also noted. There is also recognition of the way in which resistance to the reconfiguration of social work is taking shape.

Gender, Parenting and Managerial Ambition in Social Work

• Summary: This paper presents original research data on the topic of gender and managerial careers in social services. Case study research has been carried out in one English Social Services Department (SSD) and the data has been analysed from a post-structuralist perspective. • Findings: The project concludes that caring responsibilities in the domestic domain impede the likelihood of women progressing to senior management. This is because the dominant construction of management is more compatible with fatherhood than motherhood. Child care arrangements are negotiated within both the domestic domain and the workplace. Not only are power relations involved, but also the positions taken on parenting and child care contribute to the construction of gendered subjectivity. Managerial ambition cannot be understood outside this complex interplay of identification, desire, anxiety and cultural constraint. • Application: Whilst policy initiatives and wider developments in gender relations are applauded, the deep-seated resistance to change is also acknowledged. Changing the managerial environment is not only a simple matter of employers and policy makers developing new employment structures that more effectively enable the combination of caring and managerial responsibilities.

Coaching, supervision and the social work zeitgeist

With reference to Local Authorities in England, this paper acknowledges the intensified critique of the managerial context in which social work is carried out. It recognises that professional supervision has been in jeopardy, as principles of corporate line management have overshadowed the approaches of the past, and most particularly the supportive components. However, recent developments have reinvigorated the interest in relationship-based social work as well as relationship-based supervision. Surprisingly or not, it is executive and business coaching that is seen as offering fruitful techniques for front line managers and practitioners, with the possibility of encouraging the progress of this particular trend.

Protecting Children: Why Don't Core Groups Work? Lessons from the Literature

Core groups are concerned with safeguarding children. Their work is the manifestation of inter-agency co-operation, inter-professional communication, and partnership with parents and children. With reference to empirical evidence and theoretical literature, each of these aspects is examined in turn. Rather than criticize failings, proposed solutions are explored, and the article draws attention to the complex task with which the relevant policy-makers, managers and professionals are faced.

Management, social work and change

Preface - management and social work - do they mix? Introduction - postmodernisation and change in social work and social welfare, Elizabeth Harlow. Part 1 Local perspectives: from Beveridge to best value - transitions in welfare provision, Alan Siddall the rise of managerialism in social work, John Lawler developments in services for elderly people - managing the changes, Kit Hall and Carol Jones new managerialism and social work - changing womens work, Elizabeth Harlow equalling the opportunity of a management career, Barbara Davey, Patricia Kearney and Gwen Rosen. Part 2 International perspectives: crossing, building and breaking the boudaries - social work in a global context, Liam Hughes managing the development of social work in Russia, Vladimir Kolkov, Boris Shapiro and Alexander Soloryov social work management in Finland, Mikko Mantysaari in search of legitimacy - social work management in Hong Kong, Victor C.W. Wong and W.S. Sammy Chiu. Conclusion - emergent themes, John Lawler.

The management of children and family social workers in England: Reflecting upon the meaning and provision of support

Summary In England in 2010, the then Children’s Workforce Development Council introduced an initiative which aimed to support front line social work managers in the performance of their role. This article reflects on the way in which support was interpreted and implemented by the Children’s Workforce Development Council and the local authorities that participated in the project, but also the relevance of the project for the social work profession in England at the time. Findings The construction and implementation of the ‘Support to Front Line Managers Project’ was negotiated, iterative and contingent. However, in keeping with the aims of the project, relational and reflective methods of developing supervisory skills were deployed by local authorities. Applications In acknowledging the limitations of techno-rational systems of management, this article offers an interpretive case study of a national initiative which encouraged investment in reflective and relational approaches to performance enhancement. It highlights the interest in coaching, mentoring and action learning as developmental techniques, but also the significance of supervision to the identity of social work as a profession.

Defining the problem and sourcing the solution: a reflection on some of the organizational, professional and emotional complexities of accessing post-adoption support.

Abstract In the United Kingdom as elsewhere, children across the age range are now being adopted from care. Some of these children, by no means all, are expressing additional physical, emotional, behavioural and educational needs. In consequence, the government has introduced legislation and attendant policies aimed at providing adoptive families with support. In 2013, in the northwest of England, a specialist post-adoption support service was established, and an illuminative evaluation of its organisation and provision was conducted. A key theme emerging from the qualitative data concerned the difficulties parents had encountered in accessing appropriate support prior to the creation of the service. These difficulties have been interpreted as: uncertainty in defining the problems encountered and knowing which agencies and professionals to approach; ambivalence about seeking help; professionals’ uncertainty in knowing how to respond; and the scarcity of resources. This paper illustrates these difficulties, then draws attention to some of the ways in which they are being addressed.

The Casework Relationship

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