Who's Managing our Agencies and What do They Think They're Doing
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This book provides the results of a mail survey of 178 social service agencies in the greater Houston and Chicago areas. The research examines how social service managers with a Master of Social Work (MSW) differ from managers with business and administration degrees and other degrees in the frequency in which they engage in specific tasks and how these managers differ in their self-perceived competence with regard to performing these tasks. The findings of the research do not support the hypotheses and indicate that there is no significant difference in the relative frequency in which manager...
This book provides the results of a mail survey of 178 social service agencies in the greater Houston and Chicago areas. The research examines how social service managers with a Master of Social Work (MSW) differ from managers with business and administration degrees and other degrees in the frequency in which they engage in specific tasks and how these managers differ in their self-perceived competence with regard to performing these tasks. The findings of the research do not support the hypotheses and indicate that there is no significant difference in the relative frequency in which managers of social service agencies engage in specific management tasks based on their education. In addition, social service managers were found not to differ in their self-perceived competence in managing these tasks. Implications for social work practice, education, policy and research in the theory of social work administration and curriculum development for social work administration are discussed.
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