Generalist Practice in Larger Settings 2E: Knowledge and Skill Concepts / Edition 2

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Overview

Meenaghan (social work, New York University) develops an understanding of foundation knowledge of generalist practice in this second edition of a text for students in social work. This edition preserves the focus of the first edition, integrating content on human behavior and practice, and adds a new chapter on decision making, stressing topics such as the nature of practice issues, analysis of resources, fitting resources to problems, and use of time by the practitioner. Annotation ©2004 Book News, Inc., Portland, OR
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Product Details

  • ISBN-13: 9780925065858
  • Publisher: Lyceum Books, Inc.
  • Publication date: 9/1/2004
  • Edition description: New Edition
  • Edition number: 2
  • Pages: 208
  • Sales rank: 251,892

Table of Contents

Preface xi
Preface to the First Edition xiii
1 Introduction and Overview 1
Value Base and Purpose 1
Practice Units of Attention as Actors and Targets of Change 3
Practice Framework and Role 5
Conclusion 6
Internet Resources 6
2 The Generalist Model, Problem Solving, and Social Change 7
Generalist Practice 7
A Working Model of Problem Solving 9
The Nature of Social Change and Related Concepts 13
The Rational Model and the Force Field Perspective 16
The Role of Politics in Macropractice 20
Conclusion 22
Recommended Readings 23
Internet Resources 23
3 Working with Organizations 25
Agencies as Complex, Formal Organizations 25
Characteristics of Formal Organizations 27
More Recent Ways to Look at Organizations 30
Identifying Select Problems in Human Service Organizations 32
Organizational Culture and Behavior 34
Conclusion 37
Recommended Readings 37
Internet Resources 38
4 Working with Communities 39
Community and Its Characteristics 39
Community Model 46
Communities as Social Systems 47
Gemeinschaft and Gesellschaft 48
Economic and Political Power 52
Key Elements of Community Culture and History: What Change Is Possible? 61
Conclusion 66
Recommended Readings 66
Internet Resources 66
5 Entering and Assessing Communities 67
Nature of Community 67
Census Data and Other Data Sources 69
Assessing Community Type 70
Conducting Community Studies 78
Making Needs Assessments 84
Assessing Support and Facilitating Change 90
Conclusion 94
Recommended Readings 95
Internet Resources 96
6 Cultivating Change 97
Origins of Contempory Community Practice 97
Approaching Community Change 98
Using Key Informants 109
Understanding Why Leaders Dislike Boards and Committees 110
Selecting Board and Committee Members 112
Resolving Conflict 115
Conclusion 119
Recommended Readings 119
Internet Resources 120
7 Exercising Leadership 121
Approaches to Leadership 121
Clarifying Leadership: Actors and Functions 123
Promoting Board Aims 127
Promoting Board Process 130
Recognizing Board Roles 131
Being a Leader 135
Conclusion 139
Recommended Readings 139
Internet Resources 140
8 Issues, Resources, and Practice Strategies 141
Issues and Resources 141
Practice Issues in Complicated Environments 142
Practitioner Judgment and Use of Self in Change 144
Conclusion 149
Recommended Readings 149
Internet Resources 150
9 Evaluating Practice 151
Using Evaluation 151
Understanding Evaluation Content 153
Distinguishing Evaluation from Accountability 158
Conclusion 159
Internet Resources 159
10 Integrating Practice: A Framework for Study, Assessment, Intervention, and Follow-Up 161
Study, Exploration, and Data Gathering 161
Statement of Problem 162
Assessment and Strategies 163
Decision and Implementation 163
Evaluation and Follow-Up 165
Conclusion 166
Internet Resources 166
11 Practice Examples in Larger Settings 167
Case Study 1 Devonshire 168
Case Study 2 Queensbridge 170
Case Study 3 Centralization of Power in a Large Political Entity 173
Bibliography 181
Index 187
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