Changing organizations and community programs
Sage Publications, Apr 1, 1981 - Business & Economics - 160 pages
The task of the direct service worker, planner, organizer, or administrator is formidable. Often goals are broad, idealistic, and unpopular. There may be strong organizational or community resistance to innovative approaches or to increased service budgets. This manual is a preliminary effort to confront such problems and provide effective strategies that will enable the 'doing of good' in execution as well as in intent.
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Promoting an Innovation
Changing an Organizations Goals
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action guidelines action principle activities administrative agreement American Sociological Association approach behavior benefits clude committee community groups community support Deal Decision-Making Unit degree of facilitation degree of limitation demonstration develop diffusion of innovations director effectiveness effort Everett Rogers example experience facilitating in implementing Factors Facilitating factors might include goal change hindering action human service implementing this guideline increase individual influence INITIAL LOG FORM innovation intervention Lack of support limiting factors limiting in implementing manual meeting mental health mentally retarded munity OPERATIONALIZING THE GUIDELINE organization or program organizational goals partial target system participation patterns of implementation personal knowledge personal relationships planner practice situation practitioner's problem professional Rate the degree relationships with staff relevant superordinate rewards role aspect role conflict school social worker selected social specific strategy suggest supervisor support or involvement support organization task tion tioners union University of Michigan voluntary associations volunteers worker