Emelie Shanks. Foto: Vilhelm Stokstad

Emelie Shanks


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Arbetar vid Institutionen för socialt arbete
Telefon 08-16 44 22
Besöksadress Sveavägen 160, Sveaplan
Rum 642
Postadress Institutionen för socialt arbete 106 91 Stockholm

Om mig

Jag är socionom, och sedan 2016 också fil. dr. i socialt arbete. Jag disputerade med avhandlingen 'Managing social work. Organisational conditions and everyday work for managers in the Swedish social services'. Utöver chefskap inom socialt arbete har min forskning framförallt rört privatiseing inom socialtjänst och institutionsvård för barn och unga. 


  • Att leda socialt arbete. Organisation, ledarskap och förändring i professionella byråkratier.
  • Social barnavård som marknad.


I urval från Stockholms universitets publikationsdatabas
  • 2018. Emelie Shanks. Socialtjänstmarknaden, 134-159
  • 2018. Emelie Shanks (et al.). Socialtjänstmarknaden, 116-133
  • Avhandling (Dok) Managing social work
    2016. Emelie Shanks (et al.).

    The personal social services in Sweden have undergone major changes during recent decades, partly due to the reforms caused by the influence of New Public Management (NPM) and partly due to the trend towards greater specialisation. These changes have had consequences for both social work management and for social work practice. The consequences for practice have gained attention both from research and from the field, but the consequences for managers have rarely been discussed. In this thesis therefore, the attention is directed towards the managers.

    Inspired by a mixed methods approach, this thesis aims to explore the personal social service managers’ perceptions of their organisational conditions and the content of their everyday work, as well as to interpret the managers’ experiences against the background of NPM influence, increasing specialisation and the specific circumstances that come with managing politically governed organisations.

    The results show that the personal social service managers in general were former professionals with extensive social work experience. The managerial work was to a great extent perceived as reactive, entailing constant interruptions and acute situations. The managers experienced a heavy workload that appeared to prevent them from engaging in strategic work and leadership to the extent that they would have liked. Substantial proportions of managers were dissatisfied with their own levels of influence compared to that of politicians and, in general, the managers perceived themselves to have more influence regarding aspects that were operational (such as methods and working procedures) compared to aspects related to organisational structure. Through the managers’ descriptions of their relations with politicians, it was revealed that the roles could be muddled, and that both managers and politicians could have difficulties in distinguishing between politics and administration, or politics and profession.

    Several changes that could be attributed to the influence of NPM were described by the managers. Some changes had consequences for the more technical side of management, e.g. decentralised budget responsibility, increased focus on cost effectiveness and downsizing of support functions. Other changes were more related to the overarching concept of management, which had consequences for the choice of managerial training, the expectations placed on the managers, and to some extent the managers’ own views on what good management should be.

    Despite the many indications of changes that may be attributed to NPM, an important result in this thesis is that NPM does not appear to have permeated social work to the degree that might have been expected. Rather, there are clear indications of a remaining professional identity among managers on all managerial levels, as well a continuing bureau-professional regime within the personal social services.

  • 2016. Stig Elofsson, Tommy Lundström, Emelie Shanks. European Journal of Social Work 19 (5), 664-678

    The purpose of this study was to examine how middle managers within the personal social services in Sweden perceived demands, control and support at work. The study group included 402 frontline, second tier and third tier managers who have answered questions concerning their work situation and perceptions of their psychosocial work environment. Based on Karasek's demand–control model, a ‘high strain’ group was defined and analysed further. The results showed that this group experienced less support from immediate superiors, but no correlation could be found between high strain and other forms of support, such as courses on leadership, managerial supervision or networks. Organisational factors, such as municipality size, managerial level, number of subordinates and field of social work, seemed to be of little importance. Comparisons between the ‘high strain’ group and other managers showed that the high strain group spent more hours working with administration, that they to a lesser degree regarded budget responsibility as a way to exercise power in the organisation and that they had a more negative view on their organisation, especially concerning the possibility to influence decisions. They also had less confidence in the way the organisation was governed.

  • 2015. Emelie Shanks, Tommy Lundström, Stefan Wiklund. British Journal of Social Work 45 (6), 1871-1887

    With respect to marketisation and managerialism, the changes in the Swedish social services resemble the changes in many other countries. This article analyses how Swedish middle managers within the personal social services reason about professional identity, everyday work and leadership in the context of these changes. The study draws on four focus group interviews with a total of twenty-two managers. The results suggest a persisting social work identity among the managers, although noticeable changes have taken place within the social services. For example, the managers' budgetary and administrative responsibilities have increased, and relations to private companies in the area of residential care place new demands on their managerial skills. The managersseem to find some of the new conditions easier to integrate with their social work identity than others. The resistance to the reforms appear to be less obvious in Sweden than in, for example, the UK. There are a number of possible explanations for this. For example, it may be connected to the relatively mild implementation of marketisation and managerial strategies, a less apparent downsizing of social work and a relative lack of central state bureaucratic control.

  • 2015. Tommy Lundström, Emelie Shanks. Socionomens forskningssupplement (3), 26-41
  • 2014. Emelie Shanks, Tommy Lundström, Åke Bergmark. Human Service Organizations: Management, Leadership & Governance 38 (5), 435-447

    This study focuses on managers in the personal social services and aims to explore these managers’ qualifications and their views on what sources of knowledge have contributed most to their managerial competence. Findings indicate that most managers have undergone in-service managerial training and that a majority appear to rely on sources of knowledge that could be described as practice oriented for attaining managerial competences. This practice orientation is discussed in relation to the character of the in-service managerial training, the knowledge base of social work, and the lack of postgraduate managerial education offered by the Swedish schools of social work.

  • 2013. Tommy Lundström, Emelie Shanks. Socialvetenskaplig tidskrift 20 (2), 108-126
Visa alla publikationer av Emelie Shanks vid Stockholms universitet

Senast uppdaterad: 29 juli 2019

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