Social Administration: An introduction to human services managementSimon Slavin Psychology Press, 1985 - 376 頁 Featuring pragmatic guidelines for all administrators and practitioners in the social services, this book presents both theory and case materials to give the student of social administration a textured understanding of the social agency and its dilemmas and walks the student through the very practical daily problems and challenges. Published in two parts: Volume 1: An Introduction to Human Services Management Volume 2: Managing Finances, Personnel, and Information in Human Services |
內容
Patterns of Management Activity in Social | 28 |
Who Should Manage a Social Agency? | 44 |
A Framework for Selecting Content | 58 |
Multiple Constituencies Dominant Societal Values | 72 |
Management Applications to the Welfare System | 85 |
A Contingency Model of Social Welfare Administration | 95 |
Editors Introduction | 113 |
B Executive Authority | 139 |
BoardExecutive Relationships | 191 |
The BoardExecutive Relationship Revisited | 205 |
Minority and Female Executives | 212 |
E Participation in Executive Management | 251 |
Client Participation in Mental Health Service Delivery | 260 |
Organizational | 283 |
Some Considerations in Planning Organizational Change | 309 |
Trends and Context | 337 |
Administrative Style of Social Work Supervision | 150 |
Management Succession and Administrative Style | 168 |
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常見字詞
activities administrative style analysis areas art historian authority behavior board members bureaucratic cial clients clinical CMHCs committee competence concern conflict contingency model CSSS decision decision-making direct director Eastern State Hospital effective employees environment evaluation ex-patient executive formal frontline function funds ganizational goals Gouldner Hispanic human service administrators human service organizations implementation increase interest involvement issues Latina Lattimore leader major managerial Managerial Grid Model ment mental health Muzafer Sherif needs organization's organizational orientation participation participatory management personnel planning political positions practitioner problems profes professional programs Psychiatry relationships responsibility role School of Social service delivery significant situation skills social administration social agency social service social welfare social workers specific staff strategies structure subsystem suggests sunk costs supervision supervisors supervisory styles task tend Terborg tion tional tive values women York
