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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Organizational Leadership in Social Work Practice David Austin. program design ... program administration directive, have to be analyzed in terms of the ... Components Formal organizations of any size or type can be viewed as having ...
Organizational Leadership in Social Work Practice David Austin. program design ... program administration directive, have to be analyzed in terms of the ... Components Formal organizations of any size or type can be viewed as having ...
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... program components, described further in chapter 4. Each program component involves a program rationale, or cause- and-effect theory, a program strategy, and specific program intervention tactics. Most organizations also include support ...
... program components, described further in chapter 4. Each program component involves a program rationale, or cause- and-effect theory, a program strategy, and specific program intervention tactics. Most organizations also include support ...
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... program of personal development. Most human service organizations have several program components and produce several different service products, each involving a different part of the organization (see chapter 5). Each service product ...
... program of personal development. Most human service organizations have several program components and produce several different service products, each involving a different part of the organization (see chapter 5). Each service product ...
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... program components and, indeed, between each program component and the central management and policy structure of the inclusive organization. The dilemmas posed by the mix of program objectives among program components are reflected in ...
... program components and, indeed, between each program component and the central management and policy structure of the inclusive organization. The dilemmas posed by the mix of program objectives among program components are reflected in ...
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... program components involve relationships with different personnel recruitment sources, and often with different legitimation sources. Geographically decentralized programs require distinct structures for relationships with user and ...
... program components involve relationships with different personnel recruitment sources, and often with different legitimation sources. Geographically decentralized programs require distinct structures for relationships with user and ...
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