Reference list SWK201 Andrews, K.R. (1971). The Concept of Corporate Strategy, Homewood, IL, Irwin Berger, P. & Luckman, T (1996). The Social Construction of reality: A Treatise in the Sociology of Knowledge. Penguin, Harmondsworth. Chenoweth, L. & McAuliffe, D.(2105) 4th ed. The Road to Social Work and Human Service Practice Cengage, Australia Gardner , F (2006) Working in Human Service Organisations Oxford.,UK Gardner , F (2016) 2nd ed. Working in Human Service Organisations Oxford, UK Gevers, L. & Goddard-Jones, M. 2007, 5th ed Managing a community organisation in Australia: a handbook for managers, coordinators and management committee members, 5th ed. Glisson, R. & James, L.R. (2002). The cross-level effects of culture and climate in human service teams. Journal of Organizational Behavior. 23(6). pp. 767-794. Hughes, M. & Wearing, M. (2016) 3rd ed Organisations and Management in Social Work. Everyday Action for Change Sage, Sydney Ife, J. (1997). Rethinking Social Work. Longman, Melbourne Jones, A. & May J. (2006) Working in Human Service Organisations, Pearson Education, NSW. Karabanow, K. (2004) Making Organizations Work: Exploring Characteristics of AntiOppressive Organizational Structures in Street Youth Shelters. Journal of Social Work 491) 47-60 Kerka, S. (1995) the learning organisation: myth and realities, Eric Clearinghouse, URL http://eric.ed.gov/?id=ED388802 (accessed 3 July 2014) Lewin, K. (1947) Frontiers in group dynamics: I. concept,. method and reality in social sciences; social equilibrium and social change, Human Relations 1(1), 5-41 Suarez, F.F. & Oliva, R. (2005). Environmental change and organizational transformation, Industrial and Corporate Change, 14(6), 1017-41 Tsui, M. & Cheung, C.H. (2004) Gone with the Wind: The Impacts of Managerialism on Human Services British Journal of Social Work 34, 437-442 O’Connor, I., Wilson, J., Setterlund, D. & Hughes,M. (2008) 5th ed Social Work and human Service Practice Pearson, Sydney Wallace, J. & Pease, B. (2011) Neoliberalism and Australian Social Work: Accommodation or resistance? Journal of Social Work 11(2) 132-142) van Breda, A.D. (2000). ‘Selling human services’, Australian Bulletin of Labour, 29(3), 23653 Vecchio, R. P. Hearn, G. & Southey, G. (1996). Organisational culture. Sydney : Harcourt Brace, 1996. ADDITIONAL READINGS The following are sources you may find helpful – not specifically referenced in the content of the unit Alistair, R., Fitzgerald, S., Gilchrist, D., and Morris, L. (2012). Putting the public first? Restructuring the West Australian Human Services Sector. International Journal of Employment Studies. 20(1). pp. 104-125 Baines, D. (2006) ‘If you could change one thing: Social service workers and restructuring’. Australian Social Work. 59(1). Baines, D. (2010). ‘If we don’t get back to where we were before’: Working in restructured non-profit social services. British Journal of Social Work. 40(3). pp. 928-945. Bednar, S. G. (2003) ‘Elements of satisfying organizational climates in child welfare agencies’. Families in Society—The Journal of Contemporary Human Services, 84(1). pp. 7 – 12. Bell, H., Kulkarni, S. and Dalton, L. (2003). Organizational prevention of vicarious trauma. Families in Society, 84(4). pp. 463 – 470 Burton, J. and van den Broek, D. (2009). Accountable and countable: Information management systems and the bureaucratization of social work. British Journal of Social Work. 39(7). pp. 1326-1342. Carey, M. (2008). The privatization of State social work. British Journal of Social Work. 38(5). pp. 918-925. Chernesky, R. H. and Israel, M. K. (2009) Job expectations and intention to leave in a state child welfare agency. Journal of Public Child Welfare, 3(1), pp. 23 – 29. Evans, T. (2013) 'Organisational rules and discretion in adult social work'. The British Journal of Social Work. 43(4). pp. 739-758. Gardner, F (nd) Resource Number 5a: Creating a climate for [organisational] change - McGraw Hill Open Access resource: http://www.mcgrawhill.co.uk/openup/fook&gardner/resources/5.a.pdf Glisson, R. and James, L.R. (2002). The cross-level effects of culture and climate in human service teams. Journal of Organizational Behavior. 23(6). pp. 767-794. Hilhorst, D. and Schmiemann, N. (2002) ‘Humanitarian principles and organisational culture: everyday practice in Médecins Sans Frontières-Holland. Development in Practice 12(3). pp. 490-500. Howe, B. and Howe, R. (2012). The influence of faith-based organisations on Australian social policy. Australian Journal of Social Issues. 47(3). pp. 319-337. McCoy, A., Rose, D., Connolly, M. (2013). Developing evaluation cultures in human service organisations. Evaluation Journal of Australasia. 13(1). pp. 25-30. McFadden, P., Campbell, A. and Taylor, B. (2014). Resilience and burnout in child protection social work: Individual and organisational themes from a systematic literature review. British Journal of Social Work. Advance Access, published 26 February, 2014. McMurray, A.J., Pirola-Merlo, A., Sarros, J.C. and Islam, M.M. (2010) ‘Leadership, climate, psychological capital, commitment, and wellbeing in a non-profit organization’. Leadership & Organization Development Journal. 31(5), pp.436 - 457. Martin, E.W. (1997). Human service organisations revisited: Still a useful concept in the 1990s? Australian Journal of Social Issues. 32 (1). pp. 1-20 Robinson, K. (2013) Voices from the front-line: Social work with refugees and asylum seekers in Australia and the UK. British Journal of Social Work. Shim, M. (2014). Do organisational culture and climate really matter for employee turnover in child welfare agencies? British Journal of Social Work. 44(3) pp. 542-558. Tham, P. and Meagher, G. (2009) ‘Working in human services: How do experiences and working conditions in child welfare social work compare? British Journal of Social Work, 39(5), pp. 807– 27.