Quiz 1,2,3,4, 5 Module

Leadership Essentials

companionship speak up dont get overlooked step up something extra you do go extra step dont send others to do the work or say call others

Planning for the Change

Determine how detailed the plan should be Develop an activity plan and schedule Determine where the change should occur Decide who will manage the change Provide information to organization members about "This is what the change means to you" Likely Problems The team skipped previous steps Don't take the time to develop a plan Too much or too little detail is generated Fail to inform members at this stage in the process

Planning for the CHange

Dr. Kelley, LCSW SW574 Session 3 8/6/21

Chapter 10- Evaluation ex.

EBP to reduce what effects How will you measure it (Likert scales) It's a continual process

Dealing With the Human Factors

Identify potential sources of resistance Develop strategies to deal with resistance Develop a plan for handling communi- cation, involvement, incentives, rewards, and accountability Likely Problems Team underestimates the resistance Lack of understanding about human factors Fail to address all issues involved Fail to include strategies in the plan and schedule

Leadership is essential!!!

In fact, he proposed that successful change is 70% to 90% leadership and only 10% to 30% management. -By building on the lessons learned from models of successful change and by using pilots as laboratories for learning, more change projects will have the opportunity to reach the full maturity that all designers want to see.

CHANGE AND LEADERSHIP

Most impactful is ; alter what leaders do, how they perform their role and who assumes leadership role.

ORGANIZATIONAL CHANGE

Organizations are historically resistant to changehttps://www.youtube.com/watch?v=Vnq1klw-m2k&list=PLE18EC17E97F4353BKurt Lewin- Change model- unfreeze- creating motivation to changeChanging- developing new responses based on new informationRefreezing- Stabilizing and integrating the changes

Organizations as Open Systems

Stage 1, Unfreezing: Creating motivation to change Stage 2, Changing: Developing new responses based on new information Stage 3, Refreezing: Stabilizing and integrating the changes (as cited in Plovnick, Fry, & Burke, 1982, p. 13-14)

ulterior motive

a secret reason for doing or saying something it could be manipulative

leadership identitification

formal powers vs informal powers not mishandling issue coming as a humble sowk

Driving force

include others make them feel part of making decisions like they have an impact too clients are the experts to their experience

Step 4: Assessing the Present

To obtain this diagnosis, it is helpful to explore some, if not all, of the following characteristics: Organizational culture and values Organizational policies and procedures Managerial practices Technology Organizational structure Organizational systems (e.g., rewards, control, evaluation, etc.) Skill level of members

Other perspectives of leadership

democratic leadership (Teamwork) cultural competence, understand, compromise services, look at history/margnilization, diverging gap & education Police reform Social Justice Affrican Americn

Respect for diversity

develop consensus on the purposes for service integration will severely hinder efforts to set achievable goals and objectives and secure cooperation at all levels" (p. 13).

Respect for diversity

difference acknowlege cultural awareness

Governmental

§What is it? §Can also be involved in the provision of services, but does so as an official part of a local, state or federal government. Govt taxes but also uses non-profit, private, and four profit

For Profit

§What is this? §May also have a mission of service but its investors expect the revenue that is earned to yield a surplus that can be distributed as profit.

Planning

-The planning process in human service settings begins with the assessment of community needs and visions of a desired future state, from a perspective that reflects the agency's purpose (mission and values). -Planners use a variety of methods to determine what problems and opportunities exist within a given population and, just as important, what community members see as their most pressing priorities. §What is an example of a program YOU would like to create? §Needs assessment aligned with agency mission/values §Include stakeholder process §Costs §https://www.youtube.com/watch?v=QBa7hSe8IOM Surf Community Needs assessment

What needs to change

-§This is the project plan- it is informed like a tx plan- a living, fluid document- ex tx plan -: It is a road map that tells how to get from the present to the future. The project plan is not a document that includes what the coalition team thinks needs to be done, but rather, it is an informed document, based on the lessons learned from the previous four steps of the change-management model -inform others and alter your project to address needs

Instrumental leadership

is needed to create the systems that will support the continuation of new behaviors, to ensure that people really do act in a manner consistent with their new goals.

Management

is the discipline that flourishes in bureaucratic organizations or the dominant culture in most public human service agencies. Kotter defined management as a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects include planning, budgeting, organizing, staffing, controlling, and problem solving. Leadership, in contrast, is a set of processes that initially creates organizations or adapts them to significantly changing circumstances. Leaders define what the future should look like, align people with that vision, and inspire them to make it happen despite the obstacles.

managing the change

knowing the setps ex. healthcare works are form unions vaccionate requirement

education

learning how to fill in your gaps and your own abilites enhance those gaps

Developing Plan for Change notes

ACS-alternative care sites for clients or pt who are covid-19 pos and need hospital beds but if not enough this program will help. -Dealing with human factors

Implementing the change

Acting Quickly , revising Frequently §Vision Statements- review to see if still relevant §Outcomes-setting of outcomes to provide direction for change §Budgets- allocating resources §Gantt Charts- bar graph that illustrates project schedule §Responsibility Charts §Involvement Charts- §Operational guidelines & standards •Vision statements: By periodically returning to the original vision, change agents can see if they are still in line with the ultimate reason for implementing the change. It is often easy to lose sight of the vision while in the midst of implementing change. Successful change leaders do not lose touch with the vision. •Outcomes: The setting of outcomes also provides direction for the change effort by identifying specific, measurable targets. Research has suggested that one of the most important contributors to successful change projects is having clearly identified and agreed-on objectives. Naturally, this helps with the next step of evaluating the change. •Budgets: The establishment of a budget sets the parameters for allocating financial resources, and the budget should be frequently tracked to make sure the project is not overspending. •Gantt charts: Using the activity plan discussed in a previous step, the project manager determines the amount of time required for each activity. The activities appear chronologically, and the project manager can determine at any point in time whether the actual schedule varies from the planned schedule. •Responsibility charts: A responsibility chart is a graphic display of who has responsibility for implementing certain activities within the change process. It assists in holding organizational members accountable for following through on their assigned responsibilities. In practice, schedules and responsibilities are often included on the same chart. •Involvement charts: An involvement chart, by contrast, helps identify which organization members need to be involved in a project because they have responsibility for a given area, have a right of veto, have needed resources, or should be consulted before action is taken. •Operational guidelines and standards: It is often helpful for the coalition team to identify overall standards for implementing the change project. Setting clear guidelines beforehand greatly assists in implementing the change.

traits of leadership

be observant of other leaders (leadership observant) how does he or she carry themself act? around others behave around higher authority does they appear trustworthy humble selfcentered? inspire others? fear others? follow them? copy their actions and emulate it For community leaders: how to PPL get involved?

Dealing With the Human Factors notes

because many of the tasks involved in managing the change are connected to managing resistance and increasing involvement. In effect, the first step in transition planning is to identify what needs to be changed, who will manage the change, and where the change will be introduced.

the long-term vision fail

change agents frequently fail to systematically plan for them. Ironically, this often happens because the coalition team is composed of too many leaders who have their eyes on the long-term vision and not enough managers (or instrumental leaders) who plan, organize accordingly, and implement the plan to make short-term successes occur.

conflict intervention

compromising preventing accomodating how you intervene with the issue deescalate the situation not solve a problem ex. DV Case with PG office

Hidden agendas

individual goals that group members are unwilling to reveal secret motive for doing something

The Eight-Step Change Management Model

1. Creating a sense of urgency: What are the internal and external drivers for change? What choice exists regarding the decision to change? What are the political constraints affecting this change project? What steps will be taken to create the urgency? 2. Building a coalition for change: Who are the organization members who have the credibility, power, and interest to support the change? What steps must be taken to build a team to guide the effort? What strategies will be taken to build broad-based support? 3. Clarifying the change imperative: What are the problems being addressed? What is the vision for the change and outcomes anticipated? What resources will be needed? How will legitimacy be established for the coalition team? How will the vision be communicated? 4. Assessing the present: What are the present obstacles to change? What are the strengths for changing? What data exist regarding the change? How ready is the organization for change? 5. Developing a plan for change: What level of planning is appropriate? What strategies must be taken to help the organization achieve the vision? What activities will be taken to accomplish the strategies? What short-term gains will be generated? 6. Dealing with the human factors: What actions will be taken to deal with communication, resistance, and involvement? What new skills, knowledge, and attitudes are needed to make the change? What incentives have been created for organization members to change? 7. Acting quickly and revising frequently: What immediate actions can be taken? What is the timetable for the change? Who will be involved in the change activities? How will the change be monitored? How will the change be institutionalized? 8. Evaluating and celebrating the change: How will organization members know if the goals have been achieved? How will they celebrate their accomplishments? What rewards, if any, will there be?

§Universal Management Principles

1. Division of work—Specialization of tasks and control of the number of people under each worker or manager improves effectiveness and efficiency. 2. Authority and responsibility—The person in authority has the right to give orders and the power to obtain obedience; responsibility emerges directly from authority. 3. Unity of command—No person should have more than one boss. 4. Remuneration—Pay should be fair and satisfactory to the employer and employee; no one should be under- or over-rewarded. 5. Esprit de corps—Morale and good feelings about the organization are enhanced by effective face-to-face communication and group cohesiveness.

Kotter's suggestions have been modified so they will have more relevance for human service organizations (HSOs):

1. Do not cover up a crisis, and at times, create a crisis by sharing information about an overrun budget, exposing organization members to poor performance data, or fueling a conflict that is festering. Although this is scary for most organization leaders, it does shake organization members—line staff and managers alike—out of their complacency. For example, Brager and Holloway (1978) discussed how a crisis became the catalyst for a residential treatment center to make significant changes. There were numerous sources of tension in the center: the staff were unhappy with the inconsistencies of certain top managers, the clinical staff complained about "unprofessional" policies, the nonclinicians criticized the "coldness" of the social workers, and the child care workers were dissatisfied with the wages and working conditions. In fact, the crisis was so stressful and the leader and organizational members were so uncomfortable that they were willing to deal with the real issues. Without the crisis, they may very well have limped along while morale and staff relationships continued to fall. As I discussed in Chapter 6, organizational change and order can emerge out of conflict and chaos, although it is always difficult to be in the midst of the chaos. 2. Set high performance standards (with others' involvement, ofcourse) so the standards cannot be reached by conducting business "as usual." In the business world, this is frequently referred to as "stretch goals." For example, in human service agencies, the Welfare-to-Work units are generally evaluated by how many clients obtained work; an alternative could be to measure how many clients obtained employment with an average salary that is twice the minimum wage. By setting this goal, the department would be pushed to change the way it functioned, and the clients would be better served by those changes. 3. Distribute more information to employees, especially data aboutservice recipients' level of satisfaction or dissatisfaction—both internal and external—and organizational finances. As did their predecessors in the private sector, more public agencies are collecting customer service information to help them be more responsive to the needs of their primary customers. Although this is quite positive, the data unfortunately are not universally disseminated throughout the organization, thereby reducing their impact on creating dissatisfaction with the service delivery system. To truly create dissatisfaction, this information needs to be distributed and discussed by all organization members, preferably with customers participating in the discussions. 4. Insist that all employees talk regularly to dissatisfied stakeholders,such as clients, staff from other departments, and political leaders. Some corporations have pioneered this practice by having executive leaders answer phones for a day, work as doorpersons at hotels, or work on the dock in a trucking company. In human service organizations, directors could work as receptionists for a day, financial officers could serve in the intake function, union stewards could go to board meetings, and human resource staff could accompany workers on child protective cases. Not only does this increase staff's awareness about the other functions in the organization, it also keeps them in touch with the needs, challenges, and problems of their service recipients. 5. Use consultants and other means to foster more honest discussionsin meetings. General Electric used consultants quite effectively to facilitate their now-famous Work-Out program, named for the idea of taking the excess "work out" of the system. Hoping to reduce bureaucracy and change worker attitudes toward their jobs, open meetings were held with employees from every level to discuss ways to improve productivity. The consultant helped to create a safe environment so all organization members, regardless of rank, felt free to participate in the discussions. 6. Put more honest information about the organization's challengesand problems into newsletters, speeches, and other formal communication channels and create more opportunities for dialogue about the meaning of this information. As discussed in Chapter 8, several CEOs intentionally focused on the negative aspects of their companies' performance to demonstrate that large-scale change was past due (Walton & Shaw, 1995). 7. Regularly collect employee opinions and use that information tocreate urgency among managers for change. Many organizations have successfully used employee-opinion surveys to spur organizational change. Similar to customer satisfaction surveys, the results need to be widely distributed and actions taken as an outcome of the survey results. When this is not done, organization members become even more disillusioned about their leaders' and managers' willingness to change. 8. Consistently pass on to organization members information aboutfuture opportunities and the rewards of capitalizing on those opportunities. There are excellent sources of information in articles, on the Internet, and from conferences about the challenges that human service organizations face and the many successful programs that are addressing these challenges. The Internet, for example, has informative Web sites that describe innovations in both public and nonprofit human service agencies (see the references for examples of such Web sites). Organization members can become excited about the possibilities for change when they learn about these innovations, thereby creating dissatisfaction with the status quo. 9. Be willing to educate managers, supervisors, and employees aboutthe dangers of organizations remaining complacent and stagnant. Many of the concepts previously discussed, such as the success trap, structural inertia, cultural inertia, paradigm paralysis, and so on, can be easily explained so organization members see the importance of continually adapting to the internal and external drivers for change.

Although change agents should anticipate resistance, they also need to develop methods for dealing with resistance. Again, Kotter and Schlesinger (1992) offered insight into this topic through the following strategies for handling resistance:

1. Education and communication: It is helpful to educate organizational members beforehand so they see the need for and logic of the change. This reinforces what we have been learning about the need to create dissatisfaction with the status quo and to foster an urgency to change. 2. Participation and involvement: Participation can minimize resistance if organizational members, including potential naysayers, are involved in the planning and implementation. 3. Facilitation and support: When there is a great deal of fear and anxiety about the change, change agents need to be supportive of organizational members. This approach is needed when education, communication, and involvement do not ease the fears, and dealing with the emotional needs of the employees through listening and support may be necessary. 4. Negotiation and agreement: At times, it is helpful, necessary, or both, to offer incentives to resisters. This is especially appropriate when an individual or group is clearly going to lose something in the process. 5. Co-optation: When other strategies have failed, the change agent may chose to co-opt an individual or group by giving one or more resisters a desirable role in the design or implementation of the change. According to Kotter and Schlesinger, this is different from participation because "the initiators do not want the advice of the co-opted, merely his or her endorsement" (p. 403).

Kotter and Schlesinger (1992) have identified the following four common forms of resistance and ways of dealing with them:

1. Parochial self-interest: The members of the organization think they will have to lose something of value as a result of change, and they put their own interests over the best interests of the organization. This way of thinking often results in political behavior, occasionally taking the form of overt fighting but usually more subtle. 2. Misunderstanding and lack of trust: The members of the organization do not understand the rationale for the change and think the change will lose more than it will gain for the organization. Considering that many organizations have contentious relationships between managers and employees, employees often view any change effort with distrust and suspicion. 3. Low tolerance for change: Organization members often resist change because they fear they will be unable to adapt to the new organization, or they will not have the knowledge or skills to adapt. 4. Different assessments of the situation: Employees assess the situation differently from the change agents. They see more costs to the change than benefits, not only for themselves but for the organization as a whole. Furthermore, they do not discern any visible incentives or rewards for the organizational members to change.

Transformational change, most ppl say servant leadership

1. clarify necessary changes in orgs, vision, mission, goal, and objectives 2. demonstrate understanding of data collection 3. develop SMART+ goal) logistic model -inspire others in helping to work towards change similar to discontinuous change, is the most drastic form of change. It involves the implementation of an evolutionary state that requires major shifts in the organization's vision, strategy, and often structure.

Human Resources model ex

Argyris (1957) pointed out that workers are motivated by many factors other than economics, including desires for growth and independence. To Argyris, the organizational forms mandated by the classical theorists make for immature, dependent, and passive employees with little control over their work and thwart more mature employees capable of autonomy and independence. The purpose of the human resources approach is to develop organizational forms that build on the worker's strength and motivation.

Change Management Steps:

Assessing the Present: Conduct a change readiness assessment Identify the agency's strengths and weaknesses with regard to the change Develop understanding of the system as a whole Collect baseline data Likely Problems This step is skipped Lack of valid data No time to do a study Study process takes too long Study is too broad or detailed to be helpful

by Kegan (1994), employees of the future must do the following:

Be the inventor or owner of [their] work (rather than see it as owned and created by the employer) . . . Be self-initiating, self-correcting, self-evaluating (rather than dependent on others to frame the problems, initiate adjustments, or determine whether things are going acceptably well) Be guided by [their] own visions at work (rather than be without a vision or captive of the authority's agenda) Take responsibility for what happens to them at work externally and internally (rather than see [their] . . . circumstances . . . as caused by someone else) . . . Conceive of the organization from the "outside in," as a whole; see [their] relation to the whole . . . (rather than see . . . the organization and its parts only from the perspective of [their] own part, from the "inside out"). (p. 302) As envisioned by Kegan, leadership within organizations is becoming increasingly less hierarchical, employees are being asked to assume more control over their work, and as Charles Hampden-Turner (1992) noted,

CHARACTERISTICS OF CHANGE-ORIENTED LEADERS

Being able to articulate one's vision: To imagine a future state that is realistic, compelling, and better than the present state and communicate it to organizational members Being able to manage complexity: To process and interpret information and knowledge at multiple levels Having industry insight: To have exceptional knowledge and awareness about the industry as well as the external environment Having general manager perspective: To understand the general functioning of the organization Having a drive for success: To have a deep-seated need for achievement and excellence Having personal integrity: To be consistent in words and actions; to be consistent in values and act accordingly Being flexible: To have the ability and willingness to adapt quickly to changing conditions Being an active learner: To seek out new information and knowledge; to gain insight from experience and mistakes Being able to influence without authority: To motivate through words and deeds; ability to empower others through shared vision and persuasive communications Being able to develop talent: To identify and develop management and workforce talents and skills; commitment to the development process Being able to foster teamwork: To build and mold teams within and across organizational boundaries Being open to change: To know how people and organizations learn and adapt to change Respecting followers: To believe in and act on the inherent dignity of those they lead—in particular, in their natural, human capacity to reason (Ketterer & Chayes, 1995, pp. 194-195)

Individual Change

Change §Ones position in the agency affects the reaction to change. §Upper management may underestimate change that impacts front line, Often isolate from change and + and - about the change §Middle management may feel pressure for the change to happen- pulled in different directions- often lacking info that upper managers have §Line staff often feel attacked, caught off guard or betrayed, not understanding why the change is necessary Middle managers often feel the pressure to make the change occur, and because of their role, feel pulled in different directions. They usually lack the information that top managers possess as well as the leadership skills to focus on multiple priorities. "They feel besieged with upset, resistant or withdrawn employees who no longer respond to previous management approaches and deserted, blamed or misunderstood by their superiors" (Scott & Jaffe, 1989, p. 6). Line staff, by contrast, often feel attacked, caught off-guard, or betrayed, not understanding why the changes are necessary. Many respond with resistance, anger, frustration, and confusion, and they become afraid to take risks or try innovative new approaches. This is often the case when change is imposed from outside, and the organization members have not been informed about the reasons for the change.

BUILDING A COALITION FOR CHANGE

Change can be initiated at the individual level by a worker, manager, or director of a human service agency, but regardless of where the change is initiated, individuals by themselves do not bring about change. The support of many persons is needed to successfully lead change in human service organizations. To develop this type of support, a team or perhaps many teams are needed to champion the cause. Even with smaller, incremental change, a team offers greater assurance that the change will be planned well and once planned, will be implemented.

BLENDED MODEL OF CHANGE

Create a sense of urgency Build a coalition for change Clarify the change imperative Assessing the present Develop a plan for change Dealing with human factors Acting quickly and revising frequently Evaluating and celebrating change

It provides the following valuable functions in the change management process:

Creates clarity: Contracting helps the team members organize their thoughts about the project and focus their attention and energy, thereby minimizing wasted time and resources. Improves communication: Other people are important to the project. Contracting provides a basis for communicating with others who may be involved in the project or who may be affected by it. Provides direction for the project: Contracting includes setting the direction for the project. Each member of the project team needs a clear sense of the starting point, where the project will go, and how to get there. Improves chances for success: Effective contracting can increase the chances that the project will be successful. Success can occur because contracting clarifies objectives, places limits on the scope of the project, and realistically allocates time and other resources. Identifies measurements: Effective contracting includes determining outcomes for the project. With a clear sense of the results desired, project team members can know when they achieve the project's purpose.

Setting the Stage Creating Urgency to Change

Creating Urgency to Change §Sometimes urgency creates itself- Covid 19 §What had to be done in you MSW program?- internships/ Move everything to remote §Who was that more difficult for? § §If you just want to make a change- need urgency to move- need to share the reason for the change- without urgency- organizations become complacent if §No visible crisis §Too many crises §Standards are low §Focus is on narrow goals without broad strategic plan §Lack of feedback- external §Kill the messenger culture §Leaders tend to downplay problems and emphasize what's working

SETTING THE STAGE

Creating the urgency to change; reduce complacency in an organization; assess drivers of change Building a coalition for change Clarifying the change imperative; communication essential during this stage

Program Design and Organization ex.

Designing is done at three levels: the organization as a whole, the program, and individual jobs. There are two aspects of design. First, structure is the element traditionally associated with the "organizing" function: what functions are in the various units and how the chain of command is set up. Second, design includes organizational processes such as communication and decision-making mechanisms. These are not apparent on the organization chart but are crucial to effective functioning. Furthermore, design is both a noun and a verb. As a noun, it describes structure and processes; as a verb, it is the process for creating the organization—deciding what needs to be done and determining the best structures and processes. Organization design flows from the result of the planning phase: mission, goals, objectives, and overall strategies.

Short-Term Wins

Especially when a change project is complex and long-term in nature, it is important to identify milestones that help break up the long road toward achieving the vision. Short-term wins provide organization members with clearly visible results, and they are unambiguous, subject to little argument over the results. They help undermine cynicism and resistance, as clear accomplishments are difficult to contest. Short-term wins furnish evidence to organizational members that the sacrifices are worth it, and concrete data to the guiding coalition about the viability of the vision.

Monitoring and Evaluation ex

Evaluations may have several purposes, ranging from aiding in decision making and improving programs to building support and demonstrating accountability. Evaluations may look at processes or outcomes. There is increasing interest in outcome evaluation. Using evaluation findings for program enhancement, involving all significant actors in the evaluation process, and taking multiple approaches in the determination of service effectiveness are key considerations that today's human service manager must address in the quest for organizational achievement. We began by assessing the social problems in our environment that human services are intended to address, and then discussed how agencies can respond to these needs through agency planning and program design. to monitor progress and accomplishments

The last two activities in the change process bring closure to the project. By evaluating the change, organization members can determine if they accomplished their purpose, and ideally, they will have quantitative evidence of this accomplishment. The focus here is on measurement of both hard and soft data.

Hard data include the following: Increase in services: Forms processed, clients seen, tasks completed, backlog reduced, number of workshops offered Time: Less overtime, processing time, break-in time for new employees, training time, meeting time Costs: Reduced budget variances, overhead or operating costs, cost per client, disability pay Quality: More clients employed, reduced crime rate, less elder abuse, fewer youth pregnancies, fewer paperwork errors, better "customer" service, fewer work-related accidents Soft data include the following: Work habits: Less absenteeism and tardiness, reduced violations of safety rules, fewer excessive breaks New skills: Decision making, problem solving, conflict avoidance, grievance resolution Work climate: Reduced number of grievances, discrimination charges, and employee complaints; job satisfaction; employee turnover Development-advancement: Increased number of promotions, pay raises, and training sessions attended; higher performance appraisal ratings Initiative: Implementation of new ideas, successful completion of projects, number of suggestions submitted, number of suggestions implemented

Hardina et al. (2007) suggest that an "empowering approach" to social service management is characterized by the following basic principles:

Hardina et al. (2007) suggest that an "empowering approach" to social service management is characterized by the following basic principles: 1. Empowerment-oriented organizations create formal structures to support theparticipation of clients in organizational decision-making ... 2. Empowerment-oriented organizations create partnerships with programbeneficiaries in which all parties (clients, staff, and board members) are equal participants ... 3. The purpose of client involvement in service delivery is to decrease personalfeelings of powerlessness and to improve the quality of, and access to, services ... 4. Empowerment-oriented organizations explicitly develop policies, programs,and procedures that can be used to bridge cultural, ethnic, gender, and other demographic barriers to effective service delivery ... 5. Empowerment-oriented organizations have top managers who are ideologically committed to the empowerment of both staff members and program beneficiaries ... 6. Empowerment-oriented organizations engage in specific strategies to increasethe psychological empowerment and motivation of workers ... 7. Empowerment-oriented organizations promote the use of team building andcollaboration among staff members ... 8. Empowerment-oriented organizations encourage staff to advocate forimprovements in services and policies ... 9. Empowerment-oriented management approaches can only produce effectiveoutcomes when a consistent funding base is available to maintain the organization ... 10. Empowerment-oriented organizations involve clients, community constituencygroups, and staff members in ongoing evaluation of services and program renewal ... 11. Empowerment-oriented organizations act to increase their own political poweras well as the political influence of program beneficiaries ... 12. Empowerment-oriented organizations acknowledge the limitations of participatory management approaches and take proactive measures to balance inclusion in decision-making with tasks associated with organizational maintenance ... (pp. 12-16)

What makes sw unqiue?

Human Behaviour differiates us by learning the stages of development, ecological perspecives, understanding their needs, manipulation through blaming puberty

CHARACTERISTICS OF CHANGE -ORIENTED LEADERS

LEADERS Being able to articulate ones vision Being able to manage complexity Having industry insight Having general management perspective Having a drive for success Having personal integrity Being flexible Being an active learner Being able to influence without authority Being able to develop talent Being able to foster teamwork Being open to change Respecting followers

Leadership vs. Management

Leadership: inspiring, influencing, guiding others in a common effort; doing right thing Management: Planning, organizing, controlling, and allocating resources in a common effort; do right thing Most critical? Depends on how you look at it. We need both.

Systems Change

Lewin's Model of Change, §1946- Unfreezing, Changing, Refreezing §Identified force field analysis which illustrates forces working in opposite directions such as reduced funding and increased need Stage 1, Unfreezing: Creating motivation to change Stage 2, Changing: Developing new responses based on new information Stage 3, Refreezing: Stabilizing and integrating the changes (as cited in Plovnick, Fry, & Burke, 1982, p. 13-14)

Management examples from Videos;

Management: flexible, negotiate, recongnizing your to do's a list, assertive, taking leadership roles Clinical Management: understanding yourself, empathize, enabling others to flourish, convince, persuade, self-confident, and appropriate with others, self-awareness (pros and areas for growth) dynamics

Mayo's conclusions included the following (Accel-Team, 2005):

Mayo's conclusions included the following (Accel-Team, 2005): • Work is a group activity. • The social world of the adult is primarily patterned about work activity. • The need for recognition, security and sense of belonging is more important in determining workers' morale and productivity than the physical conditions under which he works. • A complaint is not necessarily an objective recital of facts; it is commonly a symptom manifesting disturbance of an individual's status position. • The worker is a person whose attitudes and effectiveness are conditioned by social demands from both inside and outside the work plant. • Informal groups within the workplace exercise strong social controls over the work habits and attitudes of the individual worker. • Group collaboration does not occur by accident; it must be planned and developed. If group collaboration is achieved the human relations within a work plant may reach a cohesion which At least two of these factors continue to have an impact on today's organizational practices: (a) the existence and influence of the informal group within the formal organization and (b) what later became known as the "Hawthorne effect." Both of these findings have implications for today's human service manager. The first has to do with issues of control; the second, with coordination—two important elements of organizational structure. • Work is a group activity. • The social world of the adult is primarily patterned about work activity. • The need for recognition, security and sense of belonging is more important in determining workers' morale and productivity than the physical conditions under which he works. • A complaint is not necessarily an objective recital of facts; it is commonly a symptom manifesting disturbance of an individual's status position. • The worker is a person whose attitudes and effectiveness are conditioned by social demands from both inside and outside the work plant. • Informal groups within the workplace exercise strong social controls over the work habits and attitudes of the individual worker. • Group collaboration does not occur by accident; it must be planned and developed. If group collaboration is achieved the human relations within a work plant may reach a cohesion which At least two of these factors continue to have an impact on today's organizational practices: (a) the existence and influence of the informal group within the formal organization and (b) what later became known as the "Hawthorne effect." Both of these findings have implications for today's human service manager. The first has to do with issues of control; the second, with coordination—two important elements of organizational structure.

A body of literature is beginning to emerge that points to those factors that are critical to the success of cross-functional teams. Five factors are repeatedly cited as contributing to their success:

Position power: Are enough key players involved so that those left out cannot easily block progress? Expertise: Are various points of view represented in the team so that informed, intelligent decisions are made? Credibility: Does the team have enough people with good reputations so its decisions will be taken seriously?

Where should the change occur notes

Senior staff: For some projects, staff at the top layer of the organization need to understand and then model new behaviors in order for the change project to be successful. As I have discussed, this is especially true when changing the organizational culture is involved. Change-ready departments: To build momentum in an organization with a great deal of resistance to change, it may be appropriate to begin with a unit where the members are excited and ready to change. Dysfunctional departments: In certain situations, it is best to intervene with the units that are experiencing the greatest discomfort and need for change. New teams or departments: Teams without a past history are often the most open to departing from old ways of operating and therefore become an ideal place to intervene in an organization. Individual staff members: It may be fitting to intervene with a group of individuals who will later assist in implementing the changes. Temporary project teams: In an increasing number of change efforts, ad hoc teams are created which will exist until the change has been fully implemented. (adapted from Beckard & Harris, 1987

IT

Technology is having a dramatic effect on human service organizations. The advances in work methodology and information processing are revolutionizing the workplace, and these advances are increasingly being expected of public sector organizations. medical identification cards with a magnetic strip, §Telecomuitng §NASW standards §https://www.socialworkers.org/includes/newIncludes/homepage/PRA-BRO-33617.TechStandards_FINAL_POSTING.pdf

There are a number of options for managing the transition:

There are a number of options for managing the transition: Director of the agency: When the change effort is both intense and complex, altering the culture and nature of the agency, the logical transition manager is the director of the agency. Project manager: The director may temporarily assign the power to manage the change to a staff member. In this instance, the project manager's power and authority stems from the director's position rather than the staff member's own position. It is the responsibility of the director to clearly communicate the role of the project manager in leading the transition. Existing structure: Changes that are low in complexity and intensity can be managed through the normal management process using the standard systems of accountability. In essence, new responsibilities are added to the existing managers' and supervisors' list of duties. Coalition team: Sometimes the coalition team chooses to manage the change as well as guide the effort. Naturally, clearly defined roles and responsibilities as well as systems of accountability must be established if this alternative is to work well. Another team: Depending on the nature of the change itself, it may be advantageous to have a team other than the coalition team to manage the transition. For example, if the change involves moving to a more participatory work environment, a team composed of employees at all levels of the organization may be an effective management group. If the change is aimed at developing leaders, it may be worthwhile to develop a transition team of the informal, natural leaders in the organization.

Step 7: Acting Quickly and Revising Frequently

There are many tools to help coalition teams monitor the implementation of the change effort, including vision statements, agency missions, outcomes, budgets, Gantt charts, responsibility charts, operational guidelines and standards, and even informal norms

Dealing With Conflict

Therefore, the formidable task of the change agent is to frame the conflict within an organizational light, to move it away from the realm of the personal, and to highlight the value of the conflict, although it may not appear that way at the time. -Members will feel less anxious if they know that the ups and downs that they are experiencing are a normal and expected part of the change-management process. -In all types of change, however, it is important to identify short-term wins to reinforce the change process and to deal with the human factors carefully and thoughtfully.

urgency to change.

To bring about change, there must be a great deal of cooperation, commitment of time and energy, and willingness to make sacrifices. To obtain this commitment, leaders must convince organization members that there is an

How to Change this System....

To develop a plan for change, I would assess the company's needs by working with the employees, communicating with everyone concerned, and establish appropriate agreements to respond to the needs of the customers, employees, and company. Unfortunately, leaders such as the candy company supervisor often underestimate the change effect on employees or organizational members. Therefore, managers should evaluate the preparedness of employees by assessing their capability, training members to know how to access resources and educate how they can overcome obstacles. Thank you for sharing, Jamie. I am impressed by your plan for change and strategic planning to manage a company effectively. I can resonate with you concerning your ideas for change because being involved as a manager or leader can establish successful agreements. In addition, due to being involved and learning the company's process, they build rapport with everyone concerned and evaluate necessary changes to address the needs of customers, the company, and employees. Thank you for sharing, Camila. The process of the company was undoubtedly complicated for the employees to accomplish tasks. I can see your point about training sessions because as a way for employees to overcome obstacles and achieve success, they need the education and skills to start the job. Therefore, training sessions should be required and implemented to address the needs of employees, customers, and the company. In addition, through training sessions, managers will see if their employees are ready for change. Through this process, a manager can evaluate the areas for growth and strengths of the employees. They will also assess if the company has issues preventing change. You brought up excellent points! Your ideas definitely show ways to improve a company and plan for change.

LEADERSHIP AND MANAGEMENT

Transformative change stems from leadership NOT management Management is: discipline that flourishes in bureaucratic organizations. Keeps complicate system of people and technology running smoothly Leadership is: set of processes that initially creates organizations or adapts them to significantly changing circumstances. Leaders define what the future should look like and align people with that vision, and inspire them to make it happen despite the obstacles

tep 6: Dealing With the Human Factors

What actions will be taken to deal with communication—before, during, and after the change? What steps will be taken to involve the members in the change effort? What will be done to address the emotional responses of organization members? What new skills, knowledge, and attitudes are needed to make the change? What incentives will be created for organization members to change?

Setting the Stage Creating Urgency to Change ex

adapt to times -share the reason the change - fitting totime outcome measures, client's feedback for better results -reality "look we got issues"

The reasons that groups and individuals are reluctant to change

are often related to their fear of losing their security, competence, relationships, sense of direction, territory, or all of these qualities. In addition, particular individuals' readiness to change may be affected by their personality, stage of adult development, level of cognitive development, discipline or function, and national origin.

Changing employee behavior notes

constant reinforcement sw leadership skils appliy -issue with conflict and diversity

three primary roles in the change management process.

envisioning—creatingapictureofthefuture with which people can identify and that can generate excitement. To be effective, the leader must consistently demonstrate behaviors that epitomize and further the vision. The second task is energizing—motivating organization members to consistently work to achieve the vision. Heroic leadersfulfilltheenergizingfunctionbydemonstratingtheirownpersonal excitement, expressing confidence in the member's ability to succeed, and finding and using successes to acknowledge progress toward achieving the vision. The third role is enabling—psychologically helping organization members perform their work in the face of challenging goals. This can be achieved when the leader expresses personal support for the members, empathizes with them, and expresses confidence in them.

consensus

general agreement among various groups on fundamental matters; broad agreement on public questions During the planning process, agencies develop viable strategies and clear goals based on assessments of community needs and visions, input from a variety of stakeholders, and consideration of their core competencies. They attempt to reach a broadly based consensus concerning the efficacy of these goals.

(PREVENT BURNOUT)

having boundaries be aware that everyone has differences, skills, and etc evaluating your boundaries and others going to a place where your uncomfrotbale immerrse yourself when appropitate being trhoughful and optimistic no one wants to follow whos super negative be supportive by creating indepedency upon clients discharge planning at your very start rely on your ethical code value police our own group

Different views

more collaboration -solutions of different views or approaches

Practical problem identification

out start for change to plan goals and address them

Listening

problem-solving skills communication processing what their saying clarifying summarizing it shows you care clients just was to be heard!

Assessing the Present notes

to obtain diagnosis, it is helpful to explore all the charac. for change. -this step provides the needed change process -collecting baseline data that is help and could be used in planning for evaluating the change

teamwork

understanding people's stengths and cons by using their abilites in practice on where works best your not alone bring others included and not left out

Strong Ethical Framework

we need to knowledgeable of ethics, laws, and values to handle dillemas -Polman, its our guideline plus outline on how to behave or follwow

The resistance pyramid

what organization members first need when confronted with a change is information and knowledge. At the next level, they need new skills and abilities that can be addressed through education, training, and coaching. At the third level, if the members, even with knowledge and skills, are unwilling to change, individual and team performance goals should be identified, effective performance evaluations established, coaching and feedback systems instituted, and rewards and recognition methods inaugurated.

Feminist Organizational Theory

which is based on the notion that "organizations replicate the oppression of women found in society by establishing hierarchical decision-making structures in which one or a few top decision-makers control what happens in the organization" (Hardina, Middleton, Montana, & Simpson, 2007, p. 34), has been an important source of critical analysis. Among the concerns these kinds of organizations addressed were women's health concerns, including reproductive health; victimization by violent partners; and rape crises. Recognizing that women were often re-victimized by organizations that were not cognizant of women's rights, the people who designed these alternative programs avoided hierarchy in favor of equality.

Working Styles

§2. The most enjoyable part of working on a job is: §A. The information oyu need to do it §B. The results you achieve when done §C. The people you meet or work with §D. Seeing how the job contributes to the future progress §3. When I have several ways to get a job done, I usually : §A. Review the pros and cons of each and choose §B. Choose a way that I can begin working immediately §C. Discuss ways with others and choose the most favored §D. Review the ways and follow my "gut" about what will work best §4.In working on a long term job, it is most important to me to: §A. Understand and complete each step before going onto the next §B. See a fast. Efficient way of completing it §C. Work with others in a team on it

Working Styles

§5. I am willing to take a risky action if: §A. There are facts to support my action §B. It gets the job done §C. It will not hurt others feelings §D. It feels right for the situation § Now, add all your As, Bs, Cs, Ds- and your lowest score is your dominant style- A- Analytic B-Driver C. Amiable D. Expressive

Working Styles Characteristics

§Amiable Style-High Responsiveness, Low Assertiveness §Slow to take action and make decisions §Likes close personal relationships §Dislikes interpersonal conflict §Supports and actively listens to others §Weak at goal setting and self direction §Excellent ability to gain support from others §Works slowly and cohesively with others §Seeks security and a sense of belonging §Good counseling skills

Working Styles Characteristics

§Analytical Style- Low Assertiveness, Low Responsiveness §Cautious actions and decisions §Likes organization & structure §Dislikes involvement with others §Asks many questions about specific details §Prefers objective , task oriented work environment §Wants to be right and therefore relies too much on data collection §Works slowly and precisely, alone §Seeks security and self actualization §Good problem solving skills

Millennials

§Born 1981- 1997 §Born when computers, internet, 24/7 news exploded- parents impacted and wanted t protect kids- helmets, total supervision, internet with caution, family computer- Columbine, 9/11- §They use SM to share their world/experiences At work- they want their work to matter, want to know the person behind the brand Are consumers of information and want a career path Strategy-Personalize agency, be open and available, build career ladders, offer training and mentorship

Generation Z

§Born 1997- §Never saw school as a safe place- always had metal detectors, shelter in place, active shooter, terrorism was real- part of reality, saw Great Recession, saw families lose had Smartphones- couldn't control info §They use SM as communication tool §At work- they want respect, success, are big thinkers, authentic activists, all about inclusion and diversity §As employer-be collaborative work place, understand job hopping , career development

Building a Coalition for Change

§Change-can be initiated by the individual, supervisor, manager, etc. §Team-small # of people with complimentary skills committed to common purpose with complimentary skills, who are committed to a common purpose, performance goals and approaches which are mutually accountable §Teams play critical roles in coalition building; §Remember- Identifying the change imperative is essential! §Once you get the team convened, you need to: §Clarify- who is the lead? §How is the status of the project made known? §What is the change to be effected? §What are the desired outcomes? §Deadlines? Funding? Other resources?

Chapter 4- Theories Applying Organizational Theories

§Classical theories-Three prominent classical theories of organization originated in the nineteenth century. § Bureaucracy; Max Weber- efficient organization in purest form- equal treatment for employees, reliance on expertise, skills, relevant experience , position belongs to agency not the person, specific standards of work and output, extensive record keeping, establish and enforce rules, recognize rules and regs bind managers and employees. ex. County Govt' §Scientific Management; Frederick Taylor- assembly line (silicon valley engineers or automobile industry §Universal Management Principles; normal in our real management among types of people-Henri Fayol-5 basic functions of management- planning, organizing, commanding, coordinating and controlling- division of work, authority & responsibility, unity of command, remuneration ($),esprit de corps- morale §https://www.youtube.com/watch?v=K7agjXFFQJU §https://www.youtube.com/watch?v=DYu_bGbZiiQ

Human Services Agencies

§Community) community agencies that provide a variety of service to meet the needs of people who live within a specified geographic area §Specialty agencies that focus on particular issues or problem areas, such as mental health concerns, substance abuse, or developmental disabilities; §Population Oriented that meet the service and advocacy needs of a particular cultural group, age group, or gender; §Career/employment/rehab or rehabilitation agencies that help individuals gain skills and opportunities for positive career growth and economic security; and §Advocacy organizations that work on behalf of populations that are subject to marginalization and prejudice. §Not for Profit A for-profit organization may also have a mission that is focused on service, but its investors expect the revenue that is earned to yield a surplus that can be distributed as profit. A governmental entity, or public agency, can also be involved in the provision of human services but it does so as an official part of a local, state, or federal government. §For Profit is required to use its revenues for the purpose of carrying out its mission and cannot distribute profits to owners or shareholders. §Governmental, entities have become less clear as agencies work in collaborative networks and as boundaries between public and private financing have begun to blur §Educational institutions are not normally called agencies, but they too provide human services to students, families, and communities. Although human service organizations are commonly described in terms of the kinds of help they provide and the populations they serve, they can also be differentiated on the basis of size. Human service organizations, all of which share a goal of life enhancement, can vary tremendously, from the tiny storefront agency, to the multifaceted community organization, to the statewide public service department.

Supervising

§Ensure each subordinate views his/her work as key component in helping the organization achieve its goals §Develops the knowledge, skills and attitudes necessary for carrying out the work §Remains motivated toward growth §https://www.youtube.com/watch?v=f60dheI4ARg Attention to all of these factors will contribute greatly to the effectiveness of a program's services by valuing and fully using staff—the agency's most important resource.

Individual Reactions to Change

§Consider; §Personality characteristics §Stage of adult development- early in career vs later in career for change §Cognitive development §Different disciplines or functions §National origin- some countries vs others 1.Personality characteristics: Some individuals, regardless of the focus or direction of the change, have difficulty in adjusting to newness. By examining their previous work history or family life, one would notice a consistent pattern of resistance. Unfortunately, little "willing" adaptive change can be expected from these individuals; they will generally be late adapters to change, often after it has been required. 2. Stage of adult development: As we progress through our lives, our work will have various degrees of prominence for us. At the earlier stages of our life, when embarking on a career, we will generally be open to organizational changes as we have less invested and therefore less to lose from the change. 3. Cognitive development: The level of one's cognitive development affects how one perceives, understands, evaluates, and makes meaning in the world. According to Kegan (1994), our order of consciousness (or stage of development) determines our relationship to the world in which we live and work. 4. Different disciplines or functions: Depending on the nature of the change, various disciplines may feel more threatened by the proposed changes than others. For example, psychologists trained in short-term therapy would be able to respond to managed care's emphasis on focused treatment better than dynamically trained psychiatrists. 5. National origin: In his classic study, Hofstede (1980) found that national cultures differ on four dimensions which affect their values, attitudes, and behaviors at work. One of the dimensions, known as the uncertainty avoidance (UA) dimension, is a measure of how comfortable employees are with uncertainty and ambiguit

Human Service Organizations and Empowerment

§Create formal structures to support participation of clients in organizational decision making- STAKEHOLDERS §Create partnerships with program beneficiaries in which all are equal- BOARD OF DIRECTORS WITH CLIENTS/FORMER CLIENTS ON IT §Purpose is decreases personal feelings of powerlessness and improve quality or access to services §Develop P&Ps that bridge cultural gaps §Top managers who walk the walk/talk the talk §Engage in strategies to increase psychological empowerment and motivation of staff §Promote use of team building §Encourage staff to advocate for improvements §Consistent funding §Involve clients, staff, community in POM §Increase political power and influence §Acknowledge limitations or participatory management approaches so can still make decisions

Your Working Styles

§Determine your dominate working style- read each statement and order your responses-1-4, 1+ best describes you, 4- least describes you § §1. When Performing a job, it is most important to me to: §A- do it correctly, regardless of the time involved §B- Set deadlines and get it done §C. Work in a team, cooperatively with others §D- Demonstrate my talents and enthusiasm

Change Formula

§Dissatisfaction with the status quo starts the motivation for change, but need a vision and an effective process and cost (Beer) §Dissatisfaction- leaders use info to create discussion §Or use information to create dissatisfaction with managers §Or create dissatisfaction by creating high standards §Vision-what you see for the future §Process- sequence of events, speeches, meetings, educational programs, personnel decisions to help employees §Cost-what may lose-power, competence, relationships, rewards, identity §Amount of change=(dissatisfaction x vision process)>Cost of change Vision The next element in the process is the vision (V). The vision represents a description of the future state of the organization, including the behaviors, attitudes, systems, and structures that would exist if the proposed change was successful. Process Just because there is a need and model for change, organizations do not spontaneously change, although managers often think this will occur. A process (P) for change must be introduced. "The process for change is a sequence of events, speeches, meetings, educational programs, personnel decisions, and other actions aimed at helping employees, including top management, learn new perspectives, skills, attitudes and behaviors" (Beer, 1992, p. 427). Costs The final factor in the process is the cost of change (C), or all the losses that employees and other stakeholders anticipate as a result of change. Some of the costs are as follows: Power: Those losing influence and status often resist change. Competence: Many changes require new competencies and make old ones obsolete. Relationships: Security and comfort in daily work come from having a network of dependable relationships; changes often threaten these relationships. Rewards: This generally involves a reassignment of individuals, changes in title and perquisites, changes in pay grades and compensation. Identity: A change could create an alteration in an individual or group's role, which can precipitate a crisis of identity.

Monitoring and Evaluation

§Does it work? How do you know? §Data collection, IT, Research and evaluation §Determining appropriate variables to measure §CFS- what are some key factors to help determine effective programming?

Working Styles Characteristics

§Driver Style- High Assertiveness, Low Responsiveness §Firm actions and decisions, §likes control, dislikes inaction, § prefers ,maximum freedom to manage self and others §Low tolerance for feelings, attitudes and advice from others §Works quickly an impressively ny self §Seeks esteem and self actualization §Good administrative skills

Assessing Drivers of Change

§Drivers of change can include; §Lack of urgency created by insiders nor believing the need for change but dictated the change by external §Key is to help org understand advantages to change- and if you DON'T change: §Time, $ and resources will be wasted §Employees will become jaded §Moral with dip, members will become apathetic §Time will be diverted to other initiatives §Leaderships credibility will decrease §Original issues will remain unresolved. § §Before the change- need to assess the likelihood change will be successful

How to deal with resistance

§Educate and communicate §Participation & Involvement §Facilitation & Support §Negotiation & Agreement §Co-Optation-

How to deal with resistance notes

§Educate and communicate, advise and prep members §Participation & Involvement-include members §Facilitation & Support-listen to members §Negotiation & Agreement-offer alternatives, incentives, and negociate §Co-Optation-seeing other options to change

Human Relations Approach

§Elton Mayo- Western Electrics Plant experiment re: changes in the work environment impacting productivity= no change § work is a group activity § Social adult world patterned around work § Need for recognition, security, sense of belonging more important in determining morale than physical conditions § Complain not necessarily not just about facts but usually a sx of positon disturbance § Workers attitude conditioned by social demands inside and outside of work § Informal groups in workplace have strong social controls § Group collaboration is not an accident.

Empowerment

§Empowerment must tap into imagination and creativity and talent of front line staff §Must seek input to institutionalize change §Power relationships are altered which causes some tension -), "Activating the self-energizing commitment and energy of people around changes they deeply care about has been the key to the many successes that have been achieved" -One of the reasons that empowerment initiatives have failed is that they rarely tap the imaginations and talents of front-line staff.

Evaluating and celebrating the change

§Evaluating the change - hard data vs soft data §Hard data : increases in services- forms processed, clients seen, tasks completed §Time- less OT, processing time, onboarding time for new employees §Costs- reduced budgets variance, overhead, cost per client §Quality- more clients employed, reduced crime rate, less elder abuse § §Soft data: work habits- less absenteeism, reduced violations §New Skills- decision making, problem solving §Work Climate-reduced grievances, reduced discrimination charges §Development-Advancement-increased # of promotions, pay raises §Initiative-implementation of new ideas, successful completion of projects

Working Styles Characteristics

§Expressive Style- High Responsiveness. High Assertiveness §Spontaneous actions and decisions §Likes involvement §Dislikes being alone §Exaggerate and generalizes §Tends to dream and get others caught up in dream §Jumps from one activity to another §Works quickly and excitingly with others §Seeks esteem and a sense of belonging §Good persuasive skills

Changing employee behavior

§HS leaders often not skilled in implementing change that results in "real" changes in bx, skills & attitude- as constant enforcement is needed.- consider potty training § §Have to be able to deal with conflict- use SW skills! § §Dealing with conflict- exercise- communication, diversity

Managing Finances

§Have to know how services are budgeted §https://www.youtube.com/watch?v=gkZxkZn_kKE §County MHPs and SUD-Mental Health Plan & Substand Use Disorder Sales taxes §After the program model has been identified and the necessary staff selected, budgeting can begin, usually by estimating expenditures. An annual budget is created and may be updated during the year. Specialized techniques such as cutback management, zero-based budgeting, and cost-effectiveness analysis can at times be useful as aids to decision making. Fund-raising and writing proposals for grants or contracts are key management activities. Part of the accountability process is the preparation of periodic financial reports and the completion of an annual fiscal audit.

Change is hard

§Helpful to have models for change §Mission is key- why?: -contends that successful innovations are characterized by clearly articulated missions that are designed to address significant problems and that can be understood both by the members of the organization and by outside groups. A well-defined mission helps chart the course for the change effort by providing focus when competing priorities intrude on the work of the participants. Leadership changes often occur in human service agencies; the mission enables an organization to maintain continuity and direction despite such leadership changes. § what is the mission of your current or past agency? Prevention, Resillency, and Recovery

Human Relations Skills

§How do you interact with PEOPLE §https://www.youtube.com/watch?v=el6jswzrhBQ §the Types of people in the workplace: "weird one", the Arrogrant or show off person or the talkative one §Great place to use your social worker skills! Motivating, affecting, and supporting others' behaviors require strong interpersonal competency, whether the object of the leadership activity is a supervisee or a local citizen, an individual staff member, or a group participating in a problem-solving meeting.

Organizational values

§Human services agencies have strong cultures §Successful change occurs when mission, values and norms of agency serve as foundation for change- Facebook-Successful change occurs when the mission, values, and norms of the organization serve as the foundation for the change and the point from which all new activities evolve. § Goal is 1.3B active users- 3/5 who log in daily- offered newsfeed for personal updates and new way to digitally organize information- by relationship vs page links- they reinvented marketing for the web- used targeted ads that brought in 7.9B in sales ( 2013) §Successful agents of change know how to use core values of an organization =then capture Hearst and minds by speaking to those values- Bombas- §Werent interested in socks until news article about socks being most requested clothing item for homeless- stuck in the founders heads- developed buy one, donate one- building on Toms shoes idea of humanity...monthly the founders and staff volunteer at homeless shelter-

Human Resources model

§Humanistic Psychologist Argyris- workers motivated by factors other than $ §This model consistent with approach of SWs §Focus on increasing self responsibility and options, higher levels of autonomy §Greater allowance for change than bureaucratic model

Customer is #1

§Hx human services have patriarchal one- §That has changed- equal in the therapeutic relationship -Attract younger folks -Attract women in leadership roles -Get away from the stigmas The program's board members, focusing on minor crimes, meet with offenders and victims, help resolve disputes, and provide opportunities for the offenders to make amends to their community.

Change facilitated by 2 strategies(Lewin)

§Increase strength of drivers of change §Eliminate or reduce the resisting forces §Do this by: Assessing readiness for change Capability for change Accessibility of the obstacle Leverage of the obstacle 1. Readiness for change: To what extent is the person, group, or obstacle "unfrozen" and ready to change? The more prepared this resisting force is to change, the better to focus on it. In the previously mentioned case, the change agents could decide that the union and supervisors are not ready to change; thus, this might not be a good place to begin the change process. By contrast, because most all organization members are frustrated with the paperwork, a readiness to change is present with this obstacle. 2. Capability of changing: To what extent is the person, group, or obstacle capable of changing? The less capable these items are, the less likely the intervention will be successful. Following the previously mentioned case, the staff members are entirely capable of changing the paperwork. 3. Accessibility of the obstacle: To what extent is the restraining force accessible to the change agent? The more accessible the obstacle is, in terms of time, location, and relationship, the better the investment of the change agent's time. In the case mentioned, given the department's structure, the individuals who need to be involved in changing the paperwork are accessible. 4. Leverage of the obstacle on other obstacles: To what extent does the individual, group, or obstacle have influence on other obstacles? The more leverage an obstacle has, the more important it is. In examining the last criterion for this case, it is conceivable that the supervisor and worker relationships could be improved as they worked to simplify the paperwork, and if these two issues are addressed, the union could be more open to increasing the caseload for staff (Plovnick et al., 1982).

Implementing the change

§Institutionalizing the change process §The challenge of replication §https://www.youtube.com/watch?v=sXN6Sz4-QUw In addition to monitoring the implementation process, it is also important at this time to determine how ongoing oversight of the changes will be handled. Replications also fall short when the initiators do not recognize the importance of staff ownership. Often a project succeeds because the organization members are integrally involved in its design and implementation; the details of the projects are less important than the process used to develop the details.

Decision Making Skills

§Management is about making decisions §https://www.youtube.com/watch?v=yhvs69QUZZ0 §Your decisions impact PEOPLE- staff, families, community, policy -Decision making involves identifying and weighing alternate means for reaching desired ends. Basic values, desired goals, and the wishes of sometimes opposing factions need to be taken into account. In this context, decision-making skill requires sensitivity as much as rationality. When carrying out the planning function, human service professionals need to decide what approaches to use in assessing needs, how to involve community members and other stakeholders in the goal-setting process, and what reasonable objectives for a program might be §. In organizing, the manager must weigh the benefits of varying methods of dividing tasks among individuals and departments.

Change Management

§Managing Change §Keeping up with current needs §https://www.youtube.com/watch?v=imUigBNF-TE § §Managing Multicultural Agencies The manager addresses the social system by providing leadership and vision, articulating key values and ethical standards, ensuring a vibrant organizational culture and high quality of working life, and overseeing constant organizational learning and change. -Change management is a major responsibility for leaders. Chapter 2 will outline some of the powerful external forces affecting human service organizations, pointing out the need for ongoing adaptation and change. -provide energy, confidence, and optimism regarding meeting the challenges facing human service organizations; and oversee the agency's constant evolution and change so that it remains responsive to community needs and concerns. ). Conveying this information and helping staff come to appreciate the importance of it is a task requiring leadership. -Social work, counseling, and psychology degree programs, in particular, emphasize effective communication skills such as active listening, giving and receiving feedback, group dynamics and facilitation, and positive regard for all individuals.

Dealing with Human Factors

§Most change is NOT a complete SUCCESS OR FAILURE §Biggest human factor is resistance - apply your SW skills -think of alternatives & compromise -most ppl dont chnagee but consider the changes you made

Assessing the Present

§Need to understand the agency- §Organizational culture and values §Attitudes of organizational members §Organizational policies §Managerial practices §Technology §Organizational structure §Organizational systems ( rewards, controls, evals) §Skill level of members

Contingency Theories

§Not any one theory defines and organization- many include aspects of each §Look at what works and when it works- flexible and nimble recognize that there is no "one best way" to structure all organizations. Rather, a number of "contingency" factors have differential effects on organizations and should be considered in designing structure. The work of Lawrence and Lorsch (1967) provides particular insight into organizational needs in varying situations. Lawrence and Lorsch identify four organizational features that vary with the degree of environmental certainty: (1) reliance on formal rules and communication, (2) time horizon, (3) diffuse or concentrated goals, and (4) relationship- or task-oriented interpersonal styles.

Developing the Activity

§Once the team identifies planning- the next step is to manage transition from current to future. §The team will have 2 main tasks- a) determine tasks and activities b) develop structure & mechanism needed to accomplish tasks §Team must be able to address: §What needs to change §Where should the change occur §Who will manage the change

The Context of Change

§Organizational culture- way of thinking and doing by employees and passed on to next generation of employees §While all employees are individuals- there are some generational differences §Baby Boomers- 1946-1954 - came of age in 1960's early 70s- good $ opportunity §Gen Jones- 1955-1965- came of age 70s-80s-"me" generation- shadow of Boomers §Gen X- 1965-1976- "latch key", divorce, daycare, jaded,best educated

Program Design and Organization

§Organizational level: To respond to this opportunity, Shera and Page (1995) suggest strategies for employee empowerment that allow greater PDM: at the organizational level, this can happen through a culture of shared leadership and meeting chairing, team problem solving and decision making, and flexible job designs §Program level: A program is on a smaller scale than a human service agency or institution and might be developed within a larger agency in order to meet specific needs. For instance, a mental health center might have a special program for families of children with mental illness or an agency providing employment services might have a special program for people who have been unemployed for a long period of time. §Individual jobs; must be designed to fit the model chosen for a particular program. Jobs should be designed to accomplish program purposes and be fulfilling for staff. Then, criteria for jobs must be developed and staff must be hired. New staff members need to be oriented, and an ongoing program of staff training and development should be created §https://www.youtube.com/watch?v=ZjvI3w3dv4w

Feminist Organizational Theory

§Organizations replicate female oppression- establishing hierarchy decision making structures §Many important agencies were in fact feminist organizations

Outcomes Matter

§Outcomes have historically been driving force for private agencies §Public agencies using more to motivate employees, help citizens hold agencies accountable, assist in gaining support- § so how would you measure Children & Family Services agency child abuse? §Algorithms crisis high or low risk §When measurable outcomes become the focus of the change effort, specific questions provide direction for the long-term change: 1.Are children learning more or less? 2.How many clients have obtained meaningful employment? 3.Is the crime rate rising or declining? 4.Is the teen pregnancy rate falling or increasing?

4 Common Forms of Resistance

§Parochial- focused on self interest- think will lose something of value with change- often results in fighting- CCRT Hours ex- Union-community crisis response team 5am-2am overtime (LOOK at COSTBENEFIT analysis §Misunderstands/Lack of Trust- members don't understand rationale for change think org will lose more than it gains- don't trust anyone §Low Tolerance for change- fear they will not be able to adapt or learn new things- Ex. Avatar and Docs §Different Assessment of the Situation-employees assess the situation differently from the change agents- like a cost benefit analysis

Developing Plan for Change

§Planning deals with the future and elements unknown. §Extensive planning is needed for very large ,complex projects-require much coordination- ACS

Management

§Planning: Developing visions of the future, developing strategy, setting goals and objectives for attaining them, and selecting program models. §Designing: Structuring and coordinating the work that needs to be done to carry out plans §Developing Human Resources: Mobilizing the people needed to make the program work and taking steps to enhance their productivity §Supervising: Enhancing the skills and motivation of staff §Managing Finances: Planning the use of financial resources for reaching goals and controlling expenditures §Monitoring: Tracking progress on program objectives and activities §Evaluating: Comparing program accomplishments with the standards set at the planning stages; using the results as the basis for change The force that binds together and energizes these processes is leadership: working with employees to articulate a vision, manage the external environment, oversee the design of organizational processes, link elements of the system together, create a supportive organizational culture, and manage change.

Chapter 10- Evaluation

§Purpose: use research techniques, applying them to the needs and questions of specific agencies and stakeholders to aid in administrative decision making, improve currently operating programs, provide accountability, build increased support for effective programs and add to knowledge base §https://www.youtube.com/watch?v=cgg9byUy-V4- Motivation Issues oFFICE space lazy §Laura's' Law presentation of POM:Laura's Law AOT §Laura's Law is California's state law that provides community-based, assisted outpatient treatment (AOT) to a small population of individuals who meet strict legal criteria and who - as a result of their mental illness - are unable to voluntarily access community mental health services.

Change

§Resistance vs loss ( status, pay, comfort) §Leaders often underestimate effect that change has on organizational member put into clinical perspective- sobriety §5 major types of loss associated with change; §Security §Competence §Relationships §Sense of Direction §Territory Although loss varies with each individual, there are five major types of loss that can be experienced when change is introduced: 1. Security: Organization members no longer feel in control or know what the future holds or where they stand in the organization. 2. Competence: They no longer feel like they know what to do, and they may feel embarrassed as they are faced with new tasks and responsibilities. 3. Relationships: The familiar contact with old coworkers, customers, and managers can disappear. Organization members often lose their sense of belonging to a team, group, or organization. 4. Sense of direction: With a new change, members may lose an understanding of where they are going and why they are going there. The mission of the organization and the meaning attached to their work often become unclear. 5. Territory: Members often experience a loss of the area that used to belong to them. This loss can be work space or job assignments and can include psychological space as well as physical space. (Scott & Jaffe, 1989)

Developing Human Resources

§Salaries and benefits §Recruitment, selection, training; employees, volunteers §https://www.youtube.com/watch?v=O3l5_MjR0Dw&list=PLCR_cuafTBVb97FxK8EY0hHOT-kLqypVx §https://www.youtube.com/watch?v=2LCggmsCXk4&list=RD7UOdqmiCoxk&index=2

Developing Human Resources

§Salaries and benefits §Recruitment, selection, training; employees, volunteers §https://www.youtube.com/watch?v=O3l5_MjR0Dw&list=PLCR_cuafTBVb97FxK8EY0hHOT-kLqypVx §https://www.youtube.com/watch?v=2LCggmsCXk4&list=RD7UOdqmiCoxk&index=2 -Job Coach example seeking what employment services are a good fit -Feminist and transcultural perspectives, as represented by a diverse workforce, enhance the capabilities of human service programs to provide relevant and compatible services to diverse client populations. personnel and training," has recently been reconceptualized as "strategic human resource management," reflecting the principle that training and development should be guided by the key strategies, priorities, and programmatic needs of the agency. -When an agency implements a new program or adopts improved service delivery methods, staff will need appropriate training. -One way to expand an agency's human resources is to encourage volunteer participation. This approach works as long as recruitment and assignment of volunteer service providers are planned as carefully as is the hiring of professional employees.

Emotional Response to Perceived Negative Change

§Shock & Denial- act as if change didn't happen, refuse to talk about change, apathy, talk as if change affects only others, careless mistakes, confused/overwhelmed §Resistance-increased absence, anger, nay-sayers, negative, decreased communication, increased time talking, decreased performance §Exploration- energy goes up, " can do" attitude, ask how not why §Increase contact with others, aimless discussions end, focus on tasks §Commitment- Shock and Denial: When a big change is announced (e.g., restructuring, layoffs, change of a leader), the first response is often numbness; the news does not sink in, and members do not believe that a change has occurred Resistance During this stage, members begin to move from numbness or denial and begin to acknowledge that a change has occurred. They may experience self-doubt, anger, depression, frustration, fear, and uncertainty about the change. Exploration organization members begin to focus their attention on the future and toward the external environment. Energy goes up. A "can-do" attitude appears. Individuals ask "how," not "why" questions. Individuals increase their contact with others. Aimless discussions cease. The focus changes to tasks. Commitment After searching, testing, experimenting, and exploring, a new stage of commitment emerges. During this phase, organization members are ready to focus and are prepared to learn new ways to work together, willing to commit to new values and actions, and are likely to strongly identify with the change.2

Chaos Theory

§Stacy- organizations are complex systems impossible to link cause and effect and a lot of the things are feed into the change

Open Systems Theory

§System defined by its properties §Physical or conceptual entity §Has a preferred state §Parts of sx may in turn be sx themselves What are the characteristics of a system? As defined by Accel-Team (2005, p. 6): • A system is defined by its properties. • A system is a physical and/or conceptual entity composed of interrelated and interacting parts existing in an environment with which it may also interact. • The system has a preferred state. • The parts of the system may in turn be systems themselves.

Who will manage the change

§The most effective person is the least likely to create tension during change process- could be §The Director §Project Manager §Existing structure §Coalition team §Another team

Where should the change occur

§This is where we will concentrate action and can include; §Senior staff §Change-ready departments- roll out slowly-pilot §Dysfunctional departments- intervene with units experiencing most challenges with change §Consider new teams and departments- as usually have less resistance (hiring interns because their open) §Individual staff members- those who may help to intervene with certain groups early who are key to implementation §Temporary project teams- ad hoc

Top Management Support Redefined

§Top managers are very far from the line- §Those who give too much control to the line also lose §By modeling the type of change they hope will spread throughout the organization, leaders demonstrate both that change is possible and that they are willing to make the commitment to the long, hard work involved—including the commitment to change their own behavior. §Successful managers redefine what change support means- they support change by clearly defining the change process, lead by example- accept and embrace change-

Emotional response to perceived Positive Change

§Uninformed optimism §Informed pessimism §Checking out §Hopeful Realism §Informed optimism §Completion Uninformed Optimism When a new initiative is launched, organization members often have positive, though unrealistic, expectations about what is to come. Informed Pessimism As with all ventures, there will be initial failures and problems, and members will experience the difficulties that accompany change. They may encounter resistance by other organization members, resources that were promised may not be forthcoming, or colleagues may not follow through on their assignments and responsibilities. Checking Out This is a critical stage in the process as members may be tempted to withdraw either physically or psychologically. Attendance at meetings may be affected, members may fail to follow through on commitments, or the discussions may be lifeless and unimaginative. Hopeful Realism As time moves on and small successes are achieved, the organization members begin to see the change process as achievable. They have an increase in self-confidence, and a momentum for change begins to develop. Informed Optimism There is a high level of positive energy and excitement about the change process during this step in the process. Unlike the earlier stage of uninformed optimism, organization members are now optimistic, but their enthusiasm is grounded in reality. Completion At this stage in the process, there is strong support for the change, and individual members are willing to help others through the transition. There is generally a shared feeling of accomplishment although often relief that the process has come to closure

Management

§What is it? §Making a plan to achieve an end §Organizing people and resources §Encouraging the completion of tasks §Evaluating results §Revise plans based on the evaluation §but they are interested in improving and enhancing their human service delivery systems

Non Profit

§What is this? §Tax status- required to use its revenues for the purpose of carrying out its mission and cannot distribute profits to owners or shareholders.

Collaboration

§With shrinking resources- joining together with others is helpful the most pressing problems facing America cannot be solved by the government alone but must be resolved through cooperation with the private, nonprofit, and other public organizations. For example, in a state with the highest high school dropout §Government cannot solve problems alone- contractors

Change must be holistic

§organizations are sx- made up of interrelated units- when change happens to one- all are impacted- ecological systems theory §Organizations are open systems connected to external environment and must change to survive- §What do you think? §. Unfortunately, the "solution" in one department often creates a "problem" in other departments, and an entire new change initiative must be instituted to deal with the new problem. §By contrast, when organizations are viewed as holistic systems, changing one part requires attention to and perhaps changing other parts to achieve consistency within the organization. § Tower Records- 1960-2004- digital disruptions- piracy, iTunes, streaming § Blockbuster1985-2010-( 2000 Netflix approached Blockbuster- offered $50M- as of July 2017 Netflix had revenue of $8.8B) §Borders Books- 1971-2011-unable to transform to digital/online sold to B&N for $13.9M

FUNCTIONS OF HUMAN SERVICE MANAGEMENT Facing Challenges of Management

• Planning: Developing visions for the future, developing strategy, setting goals and objectives for attaining them, and selecting program models • Designing: Structuring and coordinating the work that needs to be done to carry out plans • Developing human resources: Mobilizing the people needed to make the program work and taking steps to enhance their productivity • Supervising: Enhancing the skills and motivation of service providers • Managing finances: Planning the use of financial resources for reaching goals and controlling expenditures • Monitoring: Tracking progress on program objectives and activities • Evaluating: Comparing program accomplishments with the standards set at the planning stages; using the results as the basis for change