Integrative Practice in and for Larger Systems guides readers through the development of a cohesive practice model to transform the management of community agencies. The book addresses a broad scope of issues that require thoughtful consideration, including policy evaluations, interagency community-based practice, innovation implementation across larger systems, direct-service program management, and program and organization development. Written from thevantage point of administering and managing community agency-based practice using evidence-informed approaches, the text is an essential…mehr
Integrative Practice in and for Larger Systems guides readers through the development of a cohesive practice model to transform the management of community agencies. The book addresses a broad scope of issues that require thoughtful consideration, including policy evaluations, interagency community-based practice, innovation implementation across larger systems, direct-service program management, and program and organization development. Written from thevantage point of administering and managing community agency-based practice using evidence-informed approaches, the text is an essential resource for students seeking to learn both agency and interagency management practices.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Harold E. Briggs, PhD, AM, is Director of Research Expansion and Professor in the School of Social Work at the University of Georgia. He has worked extensively to transfer evidence-based management and evidence-informed direct practice approaches through child welfare, mental health, and substance abuse service systems that sanction adult consumer, youth, and family voice aimed at improving child, adult, and family well-being. Verlea G. Briggs Adam C. Briggs
Inhaltsangabe
* Preface * Section 1. Core Foundational Integrative Practice Competencies for Administrators and Managers * Chapter 1. Integrative Practice in and for Larger Systems: Transforming Administration of People, Organizations, and Communities * Chapter 2. Unraveling the Covert Aspects of the Culture of Oppression: The Influence of the Culture of the Conspiracy of Silence, Culture of Power, and the Structural Determinants of the Culture of White Privilege on Integrative Practice in and for Larger Systems * Chapter 3. Intersection of Social Policy and Integrative Practice in and for Larger Systems * Chapter 4. Integrative Practice: Theory and Integrative Practice Model Development in Larger Systems * Chapter 5. Using Performance and Evidence-Based Management to Transform Administration of Multiple Agency Layers * Chapter 6. Infusing Culture into Integrative Practice in and for Larger Systems * Chapter 7. Synthesizing Critical Thinking and Decision Making in Program and Agency Management: Problem- and Performance-Oriented Practice (POP) Approach to Performance and Evidence-Based Management * Section 2. Core Stabilizing Skill Competencies for Administration and Management * Chapter 8. Effective Leadership: Moving an Organization Forward * Chapter 9. Staff Development * Chapter 10. Interpersonal Influence: Functions of an Offensive Wide Receiver as a Larger System Practice Strategy for Leveraging Politics, Competing Power Bases, and Social Service Delivery * Chapter 11. Human Resource Development * Chapter 12. Power and Politics of Organizational System Collaboration: Implications for Social Service Autonomy, Authority, Accountability, and Continuity. * Keva M. Miller and Harold E. Briggs * Section 3. Core Administration and Management Enhancement Skill Competencies * Chapter 13. Performance Measures and Information Systems * Chapter 14. Diffusing and Adopting Evidence-Based Practice and Empirically Supported Interventions in the Social Work Academy and in Practice: A Comparison of Practice Processes. * Harold E. Briggs and Bowen McBeath * Chapter 15. A Guide for Integrating Program Management and Continuous Quality Program Improvement * Chapter 16. Program Review and Program Evaluation * Section 4. Core Development Skill Competencies for Administration and Management * Chapter 17. Organizational Development * Chapter 18. Program Design and Development * Chapter 19. Integrating Evidence, Culture, and Community-Based Participatory Program Design and Development: Implications for Increasing Stigma Awareness and Mental Health Service Use Among African Americans Through Cultural Injection Vector Engagement (CIVE) Theory * Chapter 20. Transforming Administration and Management Through Blending Science, Community Voice, Family and Consumer Participation: A Case Example of Diffusing Empirically Supported Interventions and Evidence Based Practice to Child Welfare Systems Serving African American Foster Youth * Harold E. Briggs and Bowen McBeath * Chapter 21. Integrative Practice in and for Larger Systems: Transforming Administration of People, Organizations, and Communities Through Evidence-Based Management
* Preface * Section 1. Core Foundational Integrative Practice Competencies for Administrators and Managers * Chapter 1. Integrative Practice in and for Larger Systems: Transforming Administration of People, Organizations, and Communities * Chapter 2. Unraveling the Covert Aspects of the Culture of Oppression: The Influence of the Culture of the Conspiracy of Silence, Culture of Power, and the Structural Determinants of the Culture of White Privilege on Integrative Practice in and for Larger Systems * Chapter 3. Intersection of Social Policy and Integrative Practice in and for Larger Systems * Chapter 4. Integrative Practice: Theory and Integrative Practice Model Development in Larger Systems * Chapter 5. Using Performance and Evidence-Based Management to Transform Administration of Multiple Agency Layers * Chapter 6. Infusing Culture into Integrative Practice in and for Larger Systems * Chapter 7. Synthesizing Critical Thinking and Decision Making in Program and Agency Management: Problem- and Performance-Oriented Practice (POP) Approach to Performance and Evidence-Based Management * Section 2. Core Stabilizing Skill Competencies for Administration and Management * Chapter 8. Effective Leadership: Moving an Organization Forward * Chapter 9. Staff Development * Chapter 10. Interpersonal Influence: Functions of an Offensive Wide Receiver as a Larger System Practice Strategy for Leveraging Politics, Competing Power Bases, and Social Service Delivery * Chapter 11. Human Resource Development * Chapter 12. Power and Politics of Organizational System Collaboration: Implications for Social Service Autonomy, Authority, Accountability, and Continuity. * Keva M. Miller and Harold E. Briggs * Section 3. Core Administration and Management Enhancement Skill Competencies * Chapter 13. Performance Measures and Information Systems * Chapter 14. Diffusing and Adopting Evidence-Based Practice and Empirically Supported Interventions in the Social Work Academy and in Practice: A Comparison of Practice Processes. * Harold E. Briggs and Bowen McBeath * Chapter 15. A Guide for Integrating Program Management and Continuous Quality Program Improvement * Chapter 16. Program Review and Program Evaluation * Section 4. Core Development Skill Competencies for Administration and Management * Chapter 17. Organizational Development * Chapter 18. Program Design and Development * Chapter 19. Integrating Evidence, Culture, and Community-Based Participatory Program Design and Development: Implications for Increasing Stigma Awareness and Mental Health Service Use Among African Americans Through Cultural Injection Vector Engagement (CIVE) Theory * Chapter 20. Transforming Administration and Management Through Blending Science, Community Voice, Family and Consumer Participation: A Case Example of Diffusing Empirically Supported Interventions and Evidence Based Practice to Child Welfare Systems Serving African American Foster Youth * Harold E. Briggs and Bowen McBeath * Chapter 21. Integrative Practice in and for Larger Systems: Transforming Administration of People, Organizations, and Communities Through Evidence-Based Management
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