LEADER 02993nam 22004455 450 001 9910779965103321 005 20231206213830.0 010 $a9780231504144 010 $a0-231-52842-6 024 7 $a10.7312/aust10836 035 $a(CKB)111056485385846 035 $a(DE-B1597)458616 035 $a(OCoLC)961645144 035 $a(DE-B1597)9780231528429 035 $a(MiAaPQ)EBC1032590 035 $a(EXLCZ)99111056485385846 100 $a20220302h20022002 fg 101 0 $aeng 135 $aur||||||||||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 10$aHuman Services Management $eOrganizational Leadership in Social Work Practice /$fDavid Austin 210 1$aNew York, NY : $cColumbia University Press, $d[2002] 210 4$dİ2002 215 $a1 online resource (468 p.) $c10 figures 225 0 $aFoundations of Social Work Knowledge Series 327 $tFrontmatter -- $tCONTENTS -- $tFOREWORD -- $tPREFACE -- $tACKNOWLEDGMENTS -- $t1. INTRODUCTION -- $t2. Human Service Organizations -- $t3. Stakeholder Constituencies -- $t4. Organizational Structure and Program Design -- $t5. Service Delivery Networks -- $t6. The User/Consumer Constituency -- $t7. Organized Professions and Human Service Organizations -- $t8. Legitimators and Funders -- $t9. The Human Service Executive -- $t10. Boards of Directors and Advisory Committees -- $t11. Accountability -- $t12. Dealing with Change -- $tREFERENCES -- $tINDEX 330 $aHuman 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. 606 $aSOCIAL SCIENCE / Human Services$2bisacsh 615 7$aSOCIAL SCIENCE / Human Services. 676 $a361.3/068 700 $aAustin$b David, $4aut$4http://id.loc.gov/vocabulary/relators/aut$01025688 702 $aGummer$b Burton, $4ctb$4https://id.loc.gov/vocabulary/relators/ctb 801 0$bDE-B1597 801 1$bDE-B1597 906 $aBOOK 912 $a9910779965103321 996 $aHuman Services Management$93805100 997 $aUNINA