Edinburgh Napier University

  In this paper our aim is to provide an understanding of the changes that have affected managers in social care in the UK over the last 30 years by exploring from both a professional and political perspective how these changes have impacted upon management and managers in social care. Current research suggests that managers are struggling to reconcile the demands of the managerial role with their role as social care practitioners (Adams et al., 2005; Dominelli, 1996; Hafford-Letchfield et al., 2005; Lawler et al., 2005; Rogowski, 2010; van Zwanenberg et al, 2010). We suggest that, contrary to current academic and practitioner research in social care which presents management and managers as damaging the social care value base through the promotion of managerialism, managers are coping and adapting to the continuing changes and that they fully understand and acknowledge the duality of their roles, utilising a social identity perspective to realign and incorporate those roles as required.