Job specialization further depends on the geographic area the organization serves. For example, social service agencies in Colorado, Virginia, North Carolina and Alaska support each agency's priorities of fostering the well-being of state residents. By comparison, the U.
Michele Vrouvas has been writing professionally since In addition to articles for online publications, she is a litigation paralegal and has been a reporter for several local newspapers. A former teacher, Vrouvas also worked as a professional cook for five years. She holds a Bachelor of Arts in history from Caldwell College. Skip to main content. Benefits of Organizational Structure Without a sound organizational structure, even the loftiest ideals for community improvement will not be enough to make a social service organization run smoothly.
Pyramid Structure Many social service organizations follow the pyramid structure that centralizes final authority in one leader. Functional Departmentalization The organizational structure of social service businesses commonly displays functional departmentalization, which assigns employees to departments that handle one type of work. Job Specialization Job specialization allows social service employees to do the work they know best.
About the Author Michele Vrouvas has been writing professionally since Accessed 23 September Both texts provide an overview of the major functions and problems of social work supervision. The Association for Community Organization and Social Administration ACOSA offers a great number of useful links to resources for social work managers and administrators, and the National Network for Social Work Managers website lists leadership and management practice standards and provides a fairly limited number of links to resources for social work managers and articles pertaining to social work management.
Among the many goals of the Association for Community Organization and Social Administration ACOSA are to provide a forum for sharing information and to promote the development of teaching material, research, and literature about community organization and social administration. This website has a number of useful sources of information pertaining to social administration. Brody, Ralph. Effectively managing human service organizations. Thousand Oaks, CA: Sage.
Written for the human service manager practitioner, for those in social work and nonprofit management, and for public administration students, it includes hundreds of real-life examples. The book does not include exercises or any other skill development activities but provides useful websites for keeping current on management developments.
Dolgoff, Ralph. An introduction to supervisory practice in human services. Boston: Pearson, Allyn, and Bacon.
ISBN 13: 9781473934528
A comprehensive introductory text to mid-level management in social work. It provides an overview of supervisory functions and problems. A vignette and exercises are provided at the end of each chapter. Kettner, Peter M. Achieving excellence in the management of human service organizations. Boston: Allyn and Bacon. Develops an integrated model for management and administrative practice in the management of human organizations. The qualities underlying this model are excellence and internal consistency. Exercises created around different sections of a policy and procedures manual for a human service organization are provided at the end of each chapter.
Lewis, Judith A. Lewis, Thomas R. Management of human service programs. Belmont, CA: Brooks Cole.
Management and Administration in Social Work - Social Work - Oxford Bibliographies
Provides an overview of the managerial functions that make human services work. Managers of government and nonprofit organizations will need additional information about legal issues, governmental funding, accounting, working with a board of directors, and risk management. We have conducted some preliminary research and a larger-scale study is underway. Our initial findings suggest that the following qualities are particularly important:.
Compassion, integrity, authenticity and a strong sense of equity have all been proposed as key factors that can help social work managers protect the wellbeing of their staff. Particularly important is a recognition of the fact that a strong commitment to social work values can threaten self-care and wellbeing, for example if social workers feel compelled to continue to work when they are unwell.
Although line managers are a powerful resource to help employees protect their wellbeing, they also need support. This may be a challenge under current working conditions. More work is needed to understand the factors that help social work managers protect the wellbeing of their staff. We plan to run several focus groups and conduct individual interviews with social workers and managers to gain more insight into the knowledge, skills, attributes and values required.
Specific incidents where wellbeing was enhanced or reduced by management behaviours will also be explored. The information gained will then be refined into a competency framework which will then be validated by an online survey of social workers.
We anticipate that the findings of our research will help social workers and managers build a culture of emotional resilience and provide an optimum service, delivering excellent social work practice.
Related Organisations and Management in Social Work
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