An identification and analysis of management styles in private social work organizations in the greater Cape Town area

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dc.contributor.advisorTshabalala, Mandlaen_ZA
dc.contributor.authorIsaacs, Nadiaen_ZA
dc.date.accessioned2015-12-28T06:01:25Z
dc.date.available2015-12-28T06:01:25Z
dc.date.issued1994en_ZA
dc.descriptionBibliography: pages 270-291.en_ZA
dc.description.abstractThirteen social work organizations participated in the study, with questionnaires being distributed to 237 managers and social workers through organization internal mail, conventional postage, and group administration depending on the preference of the organization. The overall response rate was 54.43%. The results revealed that the statistical 5/5 or opportunist management style is most prevalent within the social worker and management samples. This style is essentially a situational approach to managing and indicates that the manager's primary motivation is that of self-interest. In the social worker sample, another significant feature was the prominence of the 1/1 or impoverished management profile which characterises managers as being indifferent, apathetic and bureaucratic. An analysis of the profiles of both the opportunist and 1/1 managerial styles indicate that these managers employ autocratic practices toward workers. The predominance of the opportunist and the 1/1 styles confirm the results of the open-ended questionnaires which reveal autocratic management styles as being predominant. The element of autocratic control therefore emerges as a significant feature of management style within social work management. The conclusions drawn from this study are that social work managers need to change their orientations which are motivated primarily by self-interest and characterised by autocratic practices, toward a 9/9 approach which encompasses the principles of teamwork, participation, change and innovation which are needed within a South African democratic and developmental context of practice.en_ZA
dc.identifier.apacitationIsaacs, N. (1994). <i>An identification and analysis of management styles in private social work organizations in the greater Cape Town area</i>. (Thesis). University of Cape Town ,Faculty of Humanities ,Department of Social Development. Retrieved from http://hdl.handle.net/11427/15953en_ZA
dc.identifier.chicagocitationIsaacs, Nadia. <i>"An identification and analysis of management styles in private social work organizations in the greater Cape Town area."</i> Thesis., University of Cape Town ,Faculty of Humanities ,Department of Social Development, 1994. http://hdl.handle.net/11427/15953en_ZA
dc.identifier.citationIsaacs, N. 1994. An identification and analysis of management styles in private social work organizations in the greater Cape Town area. University of Cape Town.en_ZA
dc.identifier.ris TY - Thesis / Dissertation AU - Isaacs, Nadia AB - Thirteen social work organizations participated in the study, with questionnaires being distributed to 237 managers and social workers through organization internal mail, conventional postage, and group administration depending on the preference of the organization. The overall response rate was 54.43%. The results revealed that the statistical 5/5 or opportunist management style is most prevalent within the social worker and management samples. This style is essentially a situational approach to managing and indicates that the manager's primary motivation is that of self-interest. In the social worker sample, another significant feature was the prominence of the 1/1 or impoverished management profile which characterises managers as being indifferent, apathetic and bureaucratic. An analysis of the profiles of both the opportunist and 1/1 managerial styles indicate that these managers employ autocratic practices toward workers. The predominance of the opportunist and the 1/1 styles confirm the results of the open-ended questionnaires which reveal autocratic management styles as being predominant. The element of autocratic control therefore emerges as a significant feature of management style within social work management. The conclusions drawn from this study are that social work managers need to change their orientations which are motivated primarily by self-interest and characterised by autocratic practices, toward a 9/9 approach which encompasses the principles of teamwork, participation, change and innovation which are needed within a South African democratic and developmental context of practice. DA - 1994 DB - OpenUCT DP - University of Cape Town LK - https://open.uct.ac.za PB - University of Cape Town PY - 1994 T1 - An identification and analysis of management styles in private social work organizations in the greater Cape Town area TI - An identification and analysis of management styles in private social work organizations in the greater Cape Town area UR - http://hdl.handle.net/11427/15953 ER - en_ZA
dc.identifier.urihttp://hdl.handle.net/11427/15953
dc.identifier.vancouvercitationIsaacs N. An identification and analysis of management styles in private social work organizations in the greater Cape Town area. [Thesis]. University of Cape Town ,Faculty of Humanities ,Department of Social Development, 1994 [cited yyyy month dd]. Available from: http://hdl.handle.net/11427/15953en_ZA
dc.language.isoengen_ZA
dc.publisher.departmentDepartment of Social Developmenten_ZA
dc.publisher.facultyFaculty of Humanitiesen_ZA
dc.publisher.institutionUniversity of Cape Town
dc.subject.otherSocial Science in Social Worken_ZA
dc.titleAn identification and analysis of management styles in private social work organizations in the greater Cape Town areaen_ZA
dc.typeMaster Thesis
dc.type.qualificationlevelMasters
dc.type.qualificationnameMSocScen_ZA
uct.type.filetypeText
uct.type.filetypeImage
uct.type.publicationResearchen_ZA
uct.type.resourceThesisen_ZA
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