Human Services Management: Organizational Leadership in Social Work Practice
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.
What people are saying - Write a review
We haven't found any reviews in the usual places.
Other editions - View all
activities Adhocracy administrative African American Asian American authority benefits board members board of directors body changes characteristics child protective services cial contract costs decision defined duction economic effectiveness elements employees environment established evaluation example executive external federal fessional for-profit firms formal function fund-raising funding sources ganizations governmental service health-care human service organizations human service programs important initial interactive involved Latino limited Mary Parker Follett ment mental health nonprofit organizations nonprofit service organizations nursing ofthe operational organizational organized profession outcomes participation particular pattern personnel persons political position potential primarily procedures profes professional specialists program components psychiatric hospitals rationale relationships require responsibility result role Rosabeth Moss Kanter sector serv service delivery network service production service providers specific staff members stakeholder constituencies strategy structure tasks tion tional treatment user constituency voluntary nonprofit zations