management of human service programs

A reason given by LLP for professional helpers to learn to be managers. (pg. 4)
Everyday incidents tend to remind professional helpers; if only to safeguard the humanistic, people-centered orientation that should permeate human services.
The kind of training of people who usually fill supervisory positions in the human services (pg. 4)
Training in helping professions
The ultimate purpose of human service programs (pg. 7)
To enhance the well-being of clients or consumers
What a HSO must have in order to achieve excellence (see Harvey) (pg. 7)
Having a very clear sense of purpose, direction, mission or vision, and a focus on its accomplishments
Taylor and Felten’s concept about an organization having four interactive independent elements (pg. 7)
Transformative agency – produces outcomes of values
Economic agency – either produces a profit or, maintains a balanced budget or surplus.
Mini-society – with norms and a culture that guide members’ behavior and indirectly impacts the organizational effectiveness.
Collection of individuals – Individuals who all come with unique values, beliefs, needs, motivational profiles, expectations, and skills.
How Taylor and Felten used the term “collection of individuals,” the meaning (pg. 7)
Individuals who all come with unique values, beliefs, needs, motivational profiles, expectations, and skills.
What Harvey identified as the dimension of excellence mentioned most by participants in a research study (pg. 7)
Purpose
A definition of management (pg. 8)
A set of systems and processes designed to help employees accomplish organizational and individual goals.
Major components of management of human service programs (pgs. 8-9)
Planning
Designing
Developing human resources
Supervising
Managing finances
Monitoring
Evaluating
***Tasks, activities that are a part of the planning function (pgs. 8-9)
Assessment of community needs
Visioning a desired future
Stating mission and core values
Identification of community strengths/assets
Establishing goals and objectives
Examining alternative methods for achievement
Where the planning process in HSO should begin (pg. 9)
The assessment of the community needs and visions of desired future state, from a perspective that reflects the agency’s purpose.
***The tasks included in the organizing and designing function of management (pg.10)
Determining structure and processes
Setting the standards
Creating the organizational chart
Establishing the chain of command
Structuring communication and decision-making mechanisms
Redesigning as necessary
Personnel that should be carefully selected and appraised in HSOs (pg. 10)
Paid employees and volunteers
When job responsibilities and priorities should be precisely defined (pg. 11)
Even before vacancies are advertised
The meaning of the term, “strategic human resource management” (pg. 11)
Formerly personnel and training, reflecting the principle that training and development should be guided by the key strategies, priorities, and programmatic needs of the agency.
***Tasks included in the supervisor’s job in HSOs (pg. 12-13)
Overseeing the supervisee’s work
Providing leadership, guiding others in the attainment of the organization’s goals
Assigning, delegating work; coordinating worker’s activities
Planning unit goals and objectives
Mediating relationships between unit and . . .
Educating (clinical supervision)
Enhancing motivation and job satisfaction
Sources of funding depended upon by private, nonprofit agencies (as compared to public agencies) (pg. 13)
Private, non-profit depend on some combination of grants, contracts, contributions, and fees paid for services, either by clients or by third parties
Profit companies funded by contract and fees (often paid by third parties) and have the added benefit of using their own capital.
***The tasks, purposes, and activities associated with the evaluation function (pg. 13)
Assessing the effects of services on clients
Identifying data needed to measure the degree to which objectives have been attained
Gathering data for measurement
Preparing evaluation reports
Recommending change
The conditions that must be met for carrying out sound evaluations of human service programs (pg. 13-14)
Ongoing information system that is a constant monitoring the agency activities and provides data for evaluation; is the program in accordance with what was planned within a certain time and budget? An effective evaluation must be based on the goals and objectives identified as part of a plan.
The skills that should undergird every managerial activity (pg. 15)
Skill of working effectively with individuals and groups runs through the performance of every managerial activity.
The aspect of management that attracts the greatest amount of conflict (pg. 14)
Budgeting
Decisions and activities that should precede choosing the most effective combination of services to meet specified objectives in HSOs (pg. 15)
What approaches to use in assessing needs, how to involve the community members and other stakeholders in the goal-setting process, and what reasonable objectives for a program might be.
The force that binds together and energizes management processes (p.16)
Leadership
Those who should be involved in the accomplishment of organizational missions, goals, and objectives (pg. 16)
Managers
The meaning of the term, stakeholder, in the HSO context (pg. 24-25
Those who have the most influence on the organization
The meaning of Bryson’s PEST acronym (pg. 26-31)
Political, economic, social, and technological factors
The meaning of “asset mapping” (36
The mapping of community strengths and capacities is the “first step in learning to build the support structures for self-help, mutual aid, and informal economic development”
The meaning of “environmental scanning” (29)
A component of strategic planning; useful way to identify opportunities and challenges in the environment.
Activities included in a comprehensive needs assessment (32-33)
An attempt is made to identify problems, to measure relevant community characteristics, to analyze consumer perceptions of problems and goals, and determine whether needs are being met by current programs and services. And the environmental factors that affect them.
Methods of collecting data for a needs assessment (34-35)
Social indicators, surveys of community members, surveys of local agencies, open forums and meetings, use of key informants
The definition of a need (32)
The gap between what is viewed as a necessary level or condition by those responsible for this determination and what actually exists.
One of the problems (limitations) inherent in needs assessment (36)
Used in isolation; it focuses on problems or deficiencies in a community or populations and does not necessarily consider important factors such as community strengths and assets.
Characteristics of a data base developed via asset mapping (36)
Database of residents’ skills, talents, and willingness to volunteer. Civic associations, families with skills and knowledge to share with others, and goods and services to provide to neighbors can all be identified.
O’Looney’s idea about the strategies that must be included in asset mapping (36)
First step in learning to build the support structures for self-help, mutual aid, and informal economic development
A common and comprehensive base of information on which to make decisions
Illuminate and enhance the potential for mutual exchange of skills and services
The specific meaning of collaboration according to Abramson and Rosenthal (37)
A fluid process through which a group of diverse, autonomous actor (organizations or individuals) undertake a joint initiative, solves shared problems, or otherwise achieves common goals
Examples of interorganizational collaboration (38)
Coalitions, networks, strategic alliances, task forces, or partnerships
The fruits of interorganizational collaboration
The hard, formal process; service integration
Cross training and cross authorization or staff, pooled funds, co-location of services, shared transportation, and job descriptions
Common obstacles to collaboration (Abramson and Rosenthal)
Unequal balance of power among reps; inequities based on differences in color, gender, or culture; role competition or turf issues; differing values bases; unclear definitions of roles and responsibilities; and inadequate conflict management processes.
Three stages of a collaboration (Abramson and Rosenthal)
Formation stage – establishing a common mission, a shared view of problems and tasks, and clear operating ground rules
Implementation stage – communication difficulties, group dynamics, and interpersonal problems that get in the way of completing products
Maintenance stage – issues of tensions may arise regarding power, leadership, goals, strategies, and follow-through on agreements.
The meaning of “boundary spanning” (39)
Knowledge of the organization and the exchange of tangible and intangible goods are balanced with the environment.
Skill areas more important at the supervisor level (pg. 11)
Direction and control of unit operations, keen awareness of the agency’s broader organizational and administrative concerns.
Emotional and psychological support to staff preventing worker burnout
The results of sound organizational effort (pg. 10)
Structure and processes that allow all people and units involved to understand what part they are to play in the organization, how ongoing communication and coordination of effort are to occur, and what lines of authority and responsibility are expected to be.
How LLP refer to technology (a broader definition) in the HSO context (31)
The work rules, tools, equipment, and information used to transform inputs into outputs ( goods or services )
Social trends having an impact on human services (29)
Rapid changing demographics, human services must be diligent to make sure the program adapts.