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.
- Contents
- Foreword
- Preface
- Acknowledgments
- 1. Introduction
- 2. Human Service Organizations
- 3. Stakeholder Constituencies
- 4. Organizational Structure and Program Design
- 5. Service Delivery Networks
- 6. The User/Consumer Constituency
- 7. Organized Professions and Human Service Organizations
- 8. Legitimators and Funders
- 9. The Human Service Executive
- 10. Boards of Directors and Advisory Committees
- 11. Accountability
- 12. Dealing with Change
- References
- Index
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