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RISS 인기검색어
- 검색키워드
- 저자 : Bransford, Cassandra Lee (검색결과 1 건)
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Bransford, Cassandra Lee Columbia University 2004 해외박사(DDOD)
Authority has been an important and central feature in the professionalization of social work since its inception. Conflicts surrounding authority have been evident in a number of debates within the profession throughout its history, including empowerment versus paternalism, functional versus diagnostic, advocacy versus social control, and perhaps, most notably, since Abraham Flexner's 1915 proclamation that social work was not a profession. Currently, debates concerning the authority of social work and social workers center on efforts by some within the profession to promote more standardized, scientifically-based models of professional practice, while moving away from authority-centered ways of thinking, knowing and working. This study examines authority and the ways that individual social workers in a managed mental health care organization are able to exercise their authority. Grounded in theories of group relations theory, structuration theory, and "practice" theory, this critical ethnography identifies and examines the historical and cultural contexts and conditions that surround processes of authorization and de-authorization occurring in two mental health care centers of a large managed care organization. Authorizing processes may be defined as those processes that increase an individual's authority by providing legitimating support. De-authorizing processes are those that decrease an individual's authority by withholding legitimating support. Authority is specifically chosen for study because social workers in managed care contexts are experiencing increased challenges. Nonetheless, social workers may have opportunities to shape the development of programs and practices in their managed care organizations through a more conscious use of their authority in organizational and professional roles. Using methods of participant-observation, document analysis, in-depth interviews, and focus groups, this critical ethnography identifies a number of salient authorizing and de-authorizing processes, including the following four major findings: (a) A wish to retain professional privileges may work against the participation in organizational structure, (b) Workers may exercise their authority subversively by finding ways to circumvent organizational constraints as a way to maintain professional standards, (c) Greater scrutiny by corporate management threatens professional autonomy, and (d) Supportive relationships and contexts provide key authorizing processes across all levels of analysis. The study includes a discussion of the importance of developing inter-dependent authority relations in managed care organizations and contexts of caring to promote better quality of services to clients. The study concludes with a discussion of implications for practice, education, and research.
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