The network for social work management provides a place for educating, training, mentoring, and coaching students, managers, and leaders about social work management. Management skills include communication, leadership, empathy, multitasking, and the ability to be detailed-oriented, problem-solver, organizeer, planner, and coordinator. Managers are typically in charge of high-level factors required to run an organization. A manager is one who is focused on assuring that all systems in an organization are maintained and designed to support workers in successfully completing their assigned jobs and assure positive operational functioning. It is important to distinguish managers from leaders. The chapter will culminate by highlighting what social work leaders must do to assure that all staff are valued and respected and included in an organization regardless of their differences. A discussion of the role of leaders, as well as the significant qualities required for them to develop and maintain a diverse workforce but also barriers encountered along the way to inclusion and equity in social work organizations, will be presented in this chapter.
Although most social work organizations say they are committed to diversity, equity, and inclusion, leaders do not seem successful in developing and sustaining a culture that is diverse, equitable, and inclusive. Employees are valued, respected, integrated, and accepted for their differences and do not feel that they need to assimilate to feel a sense of belonging in a social work organization. Inclusion means that people of different backgrounds feel a true sense of belonging in an organization. Equity refers to fairness in outcomes with a clear acknowledgment of uneven/unbalanced starting points and the crucial need to correct the unevenness/imbalance. Diversity is all-inclusive and means valuing, respecting, and capitalizing on differences including race, ethnicity, national origin, color, sex, sexual orientation, gender identity or expression, age, marital status, political belief, religion, immigration status, and mental or physical ability. It is important to be clear about their meaning in the present context. The terms diversity, equity, and inclusion are used repeatedly throughout this chapter. It is imperative for social work organizations to move beyond a simple diversity statement and do the required work to demonstrate diversity, equity, and inclusion in all parts of their organizations. It is crucial for leaders of social work organizations and their staff to be reflective of the diverse clientele. Certainly, numerous political, economic, and social factors characterize the context that these organizations and their leaders must address to remain viable and relevant today.
#MARIAN KUBES PROFESSIONAL#
The changing contemporary reality in which social work organizations play a key role demand that leaders shift many of the paradigms that have traditionally guided their work and professional identity regarding issues of staff diversity, equity, and inclusion. The significance of a metric-driven approach with clear benchmarks to measure diversity, equity, and inclusion will be explored. A description of what it means to lead a social work organization with diversity, equity, and inclusion including qualities demonstrated by a leader in this type of organization will be provided. This chapter will explore the role of leaders in creating and sustaining diversity, equity, and inclusion throughout all facets of a social work organization. Recruiting, training, retaining, supervising, and managing an organization’s human resources are ongoing responsibilities primarily undertaken by social work leaders. Valuing diversity, equity, and inclusion entails a process but should also be the goal of all social work organizations. Leadership plays a crucial role in creating and sustaining a climate of diversity, equity, and inclusion in organizations. However, many social work organizations continuously pay little or no attention to staff diversity, equity, and inclusion. There tends to be consensus among leaders that the most significant resource of any social work organization is its staff.
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