Managing Human Resources in the Human Services: Supervisory Challenges / Edition 1

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Overview

Managerial supervisors are those persons who supervise direct service staff, who oversee human service programs, and who perform macro practice tasks in their agencies on a daily basis. They are not clinical supervisors who oversee the treatment aspects of direct practice, nor are they administrators at the executive level. Managing Human Resources in the Human Services is the first book to address the challenges facing the often under-appreciated managerial supervisors who oversee and provide a crucial organizational structure for work that occurs in human service across the country.
According to authors Perlmutter, Bailey, and Netting the successful managerial supervisor must be able to create and develop the organizational culture in which client-centered practice can occur, balance the demands of administrative leadership with those of workers who see clients, keep a client-centered focus amid the paradoxes that arise in the process, and maintain a healthy professional presence. Managing Human Resources in the Human Service provides valuable guidance to students of administration and to practitioners on the many difficult issues that arise for the managerial supervisor.
Special Features
· Identifies the paradoxical nature of today's human service environment
· Provides practical, readable chapters with immediate applications
· Focuses on how to be an effective supervisor and encourages independent thinking
· Includes an extensive reference list for additional reading
· Written by authors with years of experience in multiple settings

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Editorial Reviews

From the Publisher
"Managerial supervisors in the human services - those who work with direct-service staff and oversee human service programs - are often on their own when faced with the myriad challenges each day presents. This book is an attempt to rectify this situation by providing practical guidance that can be applied easily and immediately. The authors focus on creating and developing an organizational culture in which client-centered practice can be successfully balanced with the administrative needs of the organization."— Journal of Social Work Education

"Managing Human Resources in the Human Services: Supervisory Challenges is a book which begins to fill a huge gap in the nonprofit organizational literature. The authors of this book are each well known for their work in human service management. Working together—a nice human resources model—they have produced a useable, student- and employee-friendly, hands-on book that will resonate with human service executives."—John Tropman, University of Michigan

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Product Details

  • ISBN-13: 9780195137071
  • Publisher: Oxford University Press, USA
  • Publication date: 6/22/2000
  • Edition description: New Edition
  • Edition number: 1
  • Pages: 256
  • Product dimensions: 9.10 (w) x 6.00 (h) x 0.60 (d)

Meet the Author

Felice Davidson Perlmutter is Professor at the School of Social Administration at Temple University. An active contributor to the literature, her books include Changing Hats: From Social Work Practice to Administration (1990) and From Welfare to Work (1997).
Darlyne Bailey is Dean and Professor at the Mandel School of Applied Social Sciences at Case Western Reserve University. In addition to numerous articles Bailey is coauthor, with K. Koney, of Strategic Alliances Within Health and Human Service Organizations: From Affiliations to Consolidations (2000).
F. Ellen Netting is Professor of Social Work at Virginia Commonwealth University. She is coeditor, with D. Fauri and S. Wernet, of Cases in Social Work Macro Practice (2000) and coauthor, with P. Kettner and S. McMurtry, of Social Work Macro Practice, 2nd edition (1998).

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Table of Contents

Foreword, John Tropman
Preface
Acknowledgments
Part One. The Changing Context
1. Professional Challenges for Managerial Supervisors
2. Responding to Legal Mandates, coauthored by Karen Cherwony
3. Building Strategic Alliances
4. Humanizing Technology
Part Two. Organizational Adaptive Strategies
5. Facilitating Communication
6. Supporting Diversity
7. Creating and Sustaining Interdisciplinary Teams
8. Motivating, Appraising, and Rewarding
9. Protecting Managers as Workers
10. Evaluating Program Effectiveness
Epilogue: Where Do We Go From Here?
References
Index

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