Integrative Practice in and for Larger Systems

Transforming Administration and Management of People, Organizations, and Communities

Häftad, Engelska, 2019

Av Harold E. Briggs, Verlea G. Briggs, Adam C. Briggs, Harold E Briggs, Verlea G Briggs, Adam C Briggs

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Successful integrative practice begins at the nexus of intrapersonal and interpersonal levels of macro practice, and requires a nuanced sensitivity to both. Integrative Practice in and for Larger Systems guides readers through the development of a cohesive practice model to transform the management of community agencies. Specifically, the new model emphasizes accountability and awareness to the covert aspects of organizational culture and politics that underwrite effective service delivery. The book also addresses a broad scope of issues that require thoughtful consideration, including policy evaluations, interagency community-based practice, innovation implementation across larger systems, direct-service program management, and program and organization development. Written from the vantage point of administering and managing community agency-based practice using evidence-informed approaches, the text is an essential resource for students seeking to learn both agency and interagency management practices.

Produktinformation

Utgivningsdatum2019-08-12
Mått231 x 152 x 20 mm
Vikt590 g
FormatHäftad
SpråkEngelska
Antal sidor416
FörlagOUP USA
ISBN9780190058975

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Socialt arbete och välfärd inom Samhalle och politik

Harold E. Briggs, PhD, AM, is Director of Research Expansion and Professor in the School of Social Work at the University of Georgia. He has worked extensively to transfer evidence-based management and evidence-informed direct practice approaches through child welfare, mental health, and substance abuse service systems that sanction adult consumer, youth, and family voice aimed at improving child, adult, and family well-being.Verlea G. Briggs Adam C. Briggs

PrefaceSection 1. Core Foundational Integrative Practice Competencies for Administrators and ManagersChapter 1. Integrative Practice in and for Larger Systems: Transforming Administration of People, Organizations, and CommunitiesChapter 2. Unraveling the Covert Aspects of the Culture of Oppression: The Influence of the Culture of the Conspiracy of Silence, Culture of Power, and the Structural Determinants of the Culture of White Privilege on Integrative Practice in and for Larger SystemsChapter 3. Intersection of Social Policy and Integrative Practice in and for Larger SystemsChapter 4. Integrative Practice: Theory and Integrative Practice Model Development in Larger SystemsChapter 5. Using Performance and Evidence-Based Management to Transform Administration of Multiple Agency LayersChapter 6. Infusing Culture into Integrative Practice in and for Larger SystemsChapter 7. Synthesizing Critical Thinking and Decision Making in Program and Agency Management: Problem- and Performance-Oriented Practice (POP) Approach to Performance and Evidence-Based ManagementSection 2. Core Stabilizing Skill Competencies for Administration and ManagementChapter 8. Effective Leadership: Moving an Organization ForwardChapter 9. Staff DevelopmentChapter 10. Interpersonal Influence: Functions of an Offensive Wide Receiver as a Larger System Practice Strategy for Leveraging Politics, Competing Power Bases, and Social Service Delivery Chapter 11. Human Resource DevelopmentChapter 12. Power and Politics of Organizational System Collaboration: Implications for Social Service Autonomy, Authority, Accountability, and Continuity. Keva M. Miller and Harold E. BriggsSection 3. Core Administration and Management Enhancement Skill CompetenciesChapter 13. Performance Measures and Information SystemsChapter 14. Diffusing and Adopting Evidence-Based Practice and Empirically Supported Interventions in the Social Work Academy and in Practice: A Comparison of Practice Processes. Harold E. Briggs and Bowen McBeathChapter 15. A Guide for Integrating Program Management and Continuous Quality Program ImprovementChapter 16. Program Review and Program EvaluationSection 4. Core Development Skill Competencies for Administration and ManagementChapter 17. Organizational DevelopmentChapter 18. Program Design and DevelopmentChapter 19. Integrating Evidence, Culture, and Community-Based Participatory Program Design and Development: Implications for Increasing Stigma Awareness and Mental Health Service Use Among African Americans Through Cultural Injection Vector Engagement (CIVE) TheoryChapter 20. Transforming Administration and Management Through Blending Science, Community Voice, Family and Consumer Participation: A Case Example of Diffusing Empirically Supported Interventions and Evidence Based Practice to Child Welfare Systems Serving African American Foster YouthHarold E. Briggs and Bowen McBeathChapter 21. Integrative Practice in and for Larger Systems: Transforming Administration of People, Organizations, and Communities Through Evidence-Based Management