| 000 | 01316 a2200253 4500 | ||
|---|---|---|---|
| 001 | 1351754610 | ||
| 005 | 20250317111559.0 | ||
| 008 | 250312042017GB eng | ||
| 020 | _a9781351754613 | ||
| 037 |
_bTaylor & Francis _cGBP 34.99 _fBB |
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| 040 | _a01 | ||
| 041 | _aeng | ||
| 072 | 7 |
_aJHB _2thema |
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| 072 | 7 |
_aJHB _2bic |
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| 072 | 7 |
_aSOC000000 _2bisac |
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| 072 | 7 |
_aSOC026000 _2bisac |
|
| 072 | 7 |
_a361.941 _2bisac |
|
| 100 | 1 | _aMark Baldwin | |
| 245 | 1 | 0 |
_aCare Management and Community Care _bSocial Work Discretion and the Construction of Policy |
| 250 | _a1 | ||
| 260 |
_aOxford _bRoutledge _c20171122 |
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| 300 | _a206 p | ||
| 520 | _bThis title was first published in 2000: Community care stands as an example of a complex policy, failing to be implemented as intended. Using research and studies of literature on community care, this text investigates the reasons behind the failure of this "flagship" policy, focusing on the part played by care managers, management and policy implementation approaches. It presents an exploration of social work discretion as a potential force for positive and dynamic implementation, as opposed to the usual analysis of professional discretion as a necessary evil. This potential is demonstrated through the analysis of an innovative research methodology. | ||
| 999 |
_c3900 _d3900 |
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