James Woolever and Jim Kelly
The study of leadership has a long history in disciplines outside of social work. Theorists have struggled with a myriad of definitions of leadership, as well as trait, behavioral, and situational leadership models. They have identified leadership types from transformational and charismatic to motivational. There has been much speculation and some study of the traits and characteristics of effective leaders, as well as effective leadership styles, abilities, and practices. Social-work theorists have contributed to this field by identifying the critical and unique characteristics of social-work leadership, such as adherence to social-work norms and orientation to the needs of disadvantaged groups. In the early 21st century, social workers have begun to elaborate technologies for creating tomorrow’s leaders through practices such as formal training, mentoring, and peer networking. There has always been, and will be, a critical need for leadership in social-work endeavors. Leadership development can be viewed from two perspectives: the individual and organizational. From the individual perspective, the system begins with a critical assessment of the individual’s strengths and limitations, along with the opportunities and threats for professional growth. Ultimately, the organization is responsible for providing resources to enable individual development. The long-term goal is to implement a developmental mind-set throughout the organization. Leadership development must be intended for all employees, not just a select few. Both individual and organizational job performance are ultimately dependent on the leadership developmental structures embedded within each organizational unit. The issue at hand is designing and delivering leadership development programs that meet the leadership requirements for today’s complex, yet changing organizations.
Darlyne Bailey, Katrina M. Uhly, and Jessica Schaffner Wilen
The concept of leadership has evolved from focusing on innate abilities, to learned skills, to recognition that leadership is composed of both skills and abilities. Recently, theorists and practitioners have identified core elements of leadership for social-work organizations. These elements encourage social-work leaders to understand their organizations as living systems within an interdependent world and aid them in connecting humanistic intentions with effects. Acknowledgment and enactment of these competencies secure skills of communication and guidance needed for engagement in dialog and action. Social-work students and leaders can learn and hone these qualities in social-work programs, schools, and professional development opportunities for effective leadership in the field.
Dorothy N. Gamble and Tracy M. Soska
“Macro practice” is identified as social work with communities, organizations, and inter- and intra-organizational groups engaged in progressive maintenance or change strategies. Social workers in macro practice engage in planning, organizing, development, collaboration, leadership, policy practice, advocacy, and evaluation. In 2010, the Association of Community Organization and Social Administration (ACOSA) defined competencies expected of people doing this work. ACOSA identified two separate but related sets of competencies: one based on the literature found in its sponsored journal, The Journal of Community Practice, and a second derived from 10 competencies elaborated on in the Council on Social Work Education’s (CSWE) Educational Policies and Accreditation Standards. Identifying competencies defines knowledge, values, judgments, and skills that social workers doing macro practice should address. Evaluating competencies can be determined by educational programs, service organizations that employ macro practitioners, or by the practitioners themselves as they move through their career in social work.
Roger A. Lohmann and Nancy Lohmann
There has been a quiet revolution in financial management practice in social agencies in recent decades, symbolized by the transition from fund to enterprise accounting and increasing recognition of the “third sector” of the social economy. The traditional voluntary agency model of donations has been joined by grants, performance contracts, “managed care,” and an array of other options, and traditional voluntary agency-based and public agency practice now exist alongside corporate for-profit service delivery and various forms of private practice. Social enterprise and entrepreneurship are a common theme in all this diversity, as social agencies must aggressively seek out financial support. In this environment, two models of budgeting, termed “common-pool” and social enterprise budgeting, have emerged.
Michàlle E. Mor Barak and Dnika Jones Travis
Social work organizations depend on a well-trained and responsive workforce to provide quality services. Human resource management (HRM) refers to the design of formal systems that ensure effective and efficient use of human talent, and serves as a vehicle to accomplish organizational goals. Effective HRM requires applying the same person-in-environment value orientation that guides client services to managing human resources. Considering the complexity of HRM, we have developed an organizing framework focused on employee development, organizational effectiveness, and cross-cutting HRM issues. In today's economic, legal, cultural and technological environment that emphasizes accountability, effective management of human talent is critical.
Rino J. Patti
This entry provides a broad introduction to management or administration, one of the methods of practice employed by social workers to achieve professional and organizational objectives. The contributions of management to the human services, the history administration as a practice in social work, and the evolution of education for management are traced. Management is defined and the roles and functions performed by practitioners are addressed as well as the theoretical perspectives they draw upon in the performance of their craft. Finally, major issues and likely future developments in this field are reviewed.
This entry reviews major intraorganizational and extraorganizational management strategies found in the prescriptive as well as empirically based literature that promote organizational effectiveness and responsiveness to clients. Obtaining support and stakeholder management constitute two major areas for extraorganizational practices.
Among the most often discussed targets for intraorganizational management interventions are leadership practices, board practices, organizational culture, organizational structure, and worker attitudes.
Quality assurance (QA) is a widely accepted management function that is intended to ensure that services provided to consumers meet agreed upon standards. Standards come from professional organizations, evidence-based practices, and public policies that specify outcomes for consumers. QA systems consist of measurement, comparison of findings to standards, and feedback to practitioners and managers. There is emerging but limited research that indicates that QA can be an effective strategy for improving outcomes for consumers.
Eleanor L. Brilliant
Volunteer activity is linked to the concept of American democracy; it is also the source of early social work in the nineteenth century. Volunteering is action taken by personal choice and generally without expectation of pay; it takes many forms. In 2006, it represented over 8 billion hours of organization-related service in the United States. There are costs as well as benefits in volunteering. In the human services, volunteers have a variety of roles from serving on leadership Boards to providing direct service; tension may exist between professional staff and volunteers, and volunteer management is important for effective use of volunteers.
Victoria M. Rizzo
In 1965, Titles XVIII and XIX of the Social Security Act were passed creating Medicare and Medicaid and laying the foundation for U.S. health policy. Medicare was originally created to meet the specific medical needs of the elderly. Currently, however, individuals with end stage renal disease, amyotrophic lateral sclerosis, and other disabilities may also receive Medicare. Medicaid was established to provide a basic level of medical care to specific categories of people who are poor, including pregnant women, children, and the aged. This entry includes a brief explanation of Medicaid and Medicare and a discussion of current legislative issues.