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This paper considers the extent to which the empowerment of service users to participate in, or become active in, the management of care services is possible without further innovation in the way services are delivered and structured. Can such innovations be successful within bureaucratic and target driven environments? To what extent can leadership based on social work and care values be part of management? Can service user voice about the management of services be sustained beyond tokenism and, if so, how? It concludes that committed and innovative management is needed and that inevitably the pivotal person may well be the first line manager.
|Item Type:||Journal Article|
|Extra Information:||A Special Issue on Client Empowerment, Edited by Monica Dowling
|Academic Unit/Department:||Faculty of Wellbeing, Education and Language Studies (WELS) > Health, Wellbeing and Social Care
Faculty of Wellbeing, Education and Language Studies (WELS)
|Depositing User:||Dawn Edwell|
|Date Deposited:||13 Nov 2008 14:16|
|Last Modified:||05 Oct 2016 04:06|
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