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The managerial nature of case management
J L Wolk1, W P Sullivan, D J Hartmann
1Department of Social Work, Southwest Missouri State University, Springfield. 65804-0095.
Social Work
|March 1, 1994
Summary
Case managers perform 10 distinct managerial roles, similar to chief executives. Recognizing this managerial practice helps case managers better support client goal achievement.
Area of Science:
- Social Work
- Management Science
- Organizational Behavior
Background:
- Case managers traditionally engage in direct or community practice.
- A need exists to re-evaluate the scope of case management practice.
Purpose of the Study:
- To propose a third view of case management practice: managerial practice.
- To analyze case managers' work through the lens of Mintzberg's managerial roles.
Main Methods:
- Utilized Mintzberg's 10 managerial roles derived from chief executive behavior studies.
- Categorized roles into interpersonal, informational, and decision-making groups.
- Detailed specific tasks associated with each role for case managers.
Main Results:
- Case managers' work exhibits brevity, variety, and fragmentation, mirroring managerial roles.
- Identified 10 specific managerial roles (figurehead, leader, liaison, monitor, disseminator, spokesperson, entrepreneur, disturbance handler, resource allocator, negotiator) performed by case managers.
Conclusions:
- Case management encompasses significant managerial functions.
- Viewing case management as managerial can enhance client goal achievement and practice effectiveness.