Human Services Management: Organizational Leadership in Social Work PracticeColumbia University Press, 18 nov 2002 - 468 pagine Human services management occurs in nonprofit, governmental, and for-profit sectors and involves a wide variety of organizational structures. These diverse conditions shape the effort to produce and project services that directly affect the quality of life of individuals, families, and communities through social welfare, health and mental health, criminal justice, and educational services. David Austin begins with an examination of the historical development and distinctive characteristics of human service organizations, the variety of organizational and program structures at play, and the connection of individual service organizations with service delivery networks. He then examines of the roles and responsibilities of key stakeholder constituencies, including service users, service personnel (especially service professionals), funders, executives, and policy boards. The final two chapters discuss two organizational processes: accountability for effectiveness and dealing with organizational changes. |
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Pagina
... Formal organizations are those organizations that have an explicit productive purpose. That is, they are established to produce goods or services, or to make something happen in the larger social order within which they operate. Formal ...
... Formal organizations are those organizations that have an explicit productive purpose. That is, they are established to produce goods or services, or to make something happen in the larger social order within which they operate. Formal ...
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... formal organizations and to identify those underlying assumptions that are central to the content of this book. Organizational Components Formal organizations of any size or type can be viewed as having three functional subsystems ...
... formal organizations and to identify those underlying assumptions that are central to the content of this book. Organizational Components Formal organizations of any size or type can be viewed as having three functional subsystems ...
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... the program as by the formal statement of policies adopted by the agency board or by the program directives issued by the executive staff. Organizational Dynamics There are a variety of theories about the forces that.
... the program as by the formal statement of policies adopted by the agency board or by the program directives issued by the executive staff. Organizational Dynamics There are a variety of theories about the forces that.
Pagina
... formal analytic category. Although the boundaries of the definition of human service organization are fuzzy, a set of core characteristics, when taken together, make human service organizations a distinctive context for managerial ...
... formal analytic category. Although the boundaries of the definition of human service organization are fuzzy, a set of core characteristics, when taken together, make human service organizations a distinctive context for managerial ...
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... formal organizations. CHARACTERISTICS OF HUMAN SERVICE ORGANIZATIONS The day-to-day operation of human service organizations involves many processes that are common to all formal production organizations, including all types of service ...
... formal organizations. CHARACTERISTICS OF HUMAN SERVICE ORGANIZATIONS The day-to-day operation of human service organizations involves many processes that are common to all formal production organizations, including all types of service ...
Sommario
The UserConsumer Constituency | |
Organized Professions and Human Service Organizations | |
Legitimators and Funders | |
The Human Service Executive | |
Boards of Directors and Advisory Committees | |
Accountability | |
Altre edizioni - Visualizza tutto
Human Services Management: Organizational Leadership in Social Work Practice David M. Austin Anteprima limitata - 2002 |
Human Services Management: Organizational Leadership in Social Work Practice David M. Austin Anteprima non disponibile - 2002 |
Parole e frasi comuni
activities African American authority benefits board members board of directors body changes characteristics co-production contract costs decision defined economic effectiveness elements employees environment established evaluation example executive external federal for-profit firms formal functions fund-raising funding sources GPRA Hasenfeld health maintenance organizations health-care human service organizations human service programs important initial interorganizational involved leadership legislative limited Mary Parker Follett mental health nonprofit and governmental nonprofit organizations nonprofit service organizations operational organizational organized profession outcomes participation particular pattern personnel persons political position practice primarily procedures professional education professional practitioners professional specialists program components psychiatric hospitals rationale relationships requirements responsibility result role Rosabeth Moss Kanter sector service delivery networks service production service providers social services social workers society specific staff members stakeholder constituencies strategy structure tasks Total Quality Management user constituency voluntary nonprofit