Abstract
In the preceding chapters, we have explained why we think that the assumption that gender is not an issue in social work and social care is both erroneous and dangerous. New policies and practices are needed to alter the balance of power between women and men as colleagues and in professional relationships with clients. We have two suggestions that we think should be adopted as goals immediately and implemented:
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The reduction needs to continue in the number of men in higher levels of decision-making hierarchies in social work and social care. An increase in the number of women in the higher levels of decision-making requires a systematic plan to reduce the number of male managers. It is essential that these plans are made alongside those aimed to increase the presentation of black people and disabled people at these levels. Without this, black and disabled women will still remain doubly disadvantaged. We regard the reduction in the number of men in management as being desirable in and of itself rather than simply the way in which the number of women can be increased.
We are not making this recommendation because we think that men or women are constitutionally incapable of change, but because gender considerations are seriously disadvantaging women as service users and as workers. Overcoming institutional sexism has its parallel in overcoming racism and other divisions between people. These are consolidated by a differential access to power and experienced through social institutions. Whether the differential power is located in gender, race, disability, age, sexuality or social class, a solution cannot be located solely in those in power vowing to behave better.
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There should be an adoption and implementation of whole-agency policies to alter, and thereby improve, relationships between men and women colleagues in direct practice and their immediate managers. Action to make both men and women workers more gender conscious must be directed at work both with users and carers and with colleagues. Policies must include procedures for monitoring and evaluating their effectiveness so that they become more than slogans or tokens of intent.
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© 1999 British Association of Social Workers
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Hanmer, J., Statham, D. (1999). Conclusion: A Code of Practice for Women-centred Practice. In: Women and Social Work. Practical Social Work. Palgrave, London. https://doi.org/10.1007/978-1-349-14567-6_9
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DOI: https://doi.org/10.1007/978-1-349-14567-6_9
Publisher Name: Palgrave, London
Print ISBN: 978-0-333-69963-8
Online ISBN: 978-1-349-14567-6
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