Thomas Packard

Organizational Change for the Human Services

• Gebundenes Buch

Produktbeschreibung

Organizational Change for the Human Services is designed for managers and other leaders in human service organizations (HSOs) and students in graduate programs in social work, nonprofit management, public administration, and human resource management. It covers evidence-based principles for planning and implementing organizational change initiatives in areas such as implementing evidence-based practices; new or improved information systems; diversity, equity, and inclusion initiatives; and organizational restructuring. Details are provided on many change methods from team building, employee surveys, use of consultants, intrapraneurship, and continuous quality improvement to change processes specifically for HSOs such as capacity building, implementation science, staff-initiated organizational change, and cutback management.

Produktdetails

• Verlag: Oxford University Press, USA
• Seitenzahl: 448
• Erscheinungstermin: 18. Juni 2021
• Englisch
• Abmessung: 236mm x 160mm x 33mm
• Gewicht: 771g
• ISBN-13: 9780197549995
• ISBN-10: 0197549993
• Artikelnr.: 61579123

Autorenporträt

Thomas Packard, MSW, DSW, is Professor Emeritus in the School of Social Work at San Diego State University. He has twenty years of experience as an organization development consultant focusing on governmental and nonprofit organizations. He received his doctorate in social welfare at UCLA, where he also studied in the Graduate School of Management and the Center for Quality of Working Life.

Inhaltsangabe

* Section 1: Overview
* INTRODUCTION
* Making sense of organizations
* Purpose of the Book
* Cases We Will be Studying
* Father Joes' Villages
* San Mateo County (California) Human Services Agency
* San Diego Youth Services
* San Diego Fire Department
* Plan for the Book
* Chapter 1: CHALLENGES AND OPPORTUNITIES
* Framing Organizational Change
* Some Conditions Requiring Change
* Leading and Managing Change
* To What Extent Can Planned Organizational Change Really Help?
* Challenges in implementing organizational change
* Organizational Change Defined
* Summary
* Reflection and focusing questions
* Chapter 2: A CONCEPTUAL FRAMEWORK
* Key Theories of Organizational Change
* Planned vs. Unplanned Change
* Levels of Change
* Change Context, Content, and Process
* A Conceptual Model of Planned Organizational Change
* Problem, Need, Opportunity, or Challenge for Change
* Change Goal
* Assessment
* Strategies
* Tactics
* Technologies and Methods
* Outcomes of the Change Process
* Essential Elements for Managing Complex Change
* Summary
* Reflection and focusing questions
* Section 2: Change Leadership
* Chapter 3: YOU AS A CHANGE LEADER: ASSESSMENT AND DEVELOPMENT
* Assessing Yourself as a Change Leader
* Change Management and Change Leadership
* Change Leadership Competencies
* Leadership traits
* Task, Relationship, and Change Behaviors
* Influence Skills
* Ethics in Change Leadership
* Leader Development
* Summary
* Reflection and focusing questions
* Chapter 4: THEORIES FOR EFFECTIVE CHANGE LEADERSHIP
* Leadership Theories for Change Leadership
* Likert's Management Systems
* Participative Decision Making
* Exemplary Leadership
* Transformational and Transactional Leadership
* Adaptive leadership
* Compassionate Leadership
* Summary
* Reflection and focusing questions
* Section 3: A Change Model
* Chapter 5: ASSESSMENT AND GOAL SETTING
* Step 1. Identify the Problem, Need, Challenge, or Opportunity
* Step 2. Identify the Desired Future State: the Change Goal
* Step 3. Assess the Present
* Assessing Context: The Big Picture
* Assessing Content: What Needs to be Changed
* Assessing Process: Aspects of the Change: Readiness and Capacity
* Staff Readiness and capacity
* Organizational Readiness
* Organizational Capacity
* Change Leader Capacity
* Force Field Analysis
* Summary
* Reflection and focusing questions
* Chapter 6: LAUNCHING THE CHANGE INITIATIVE
* Step 4. Determine the Overall Change Strategy
* Step 5. Communicate the Need for and the Desirability of the Change
* Step 6. Create a Sense of Urgency
* Step 7. Communicate the Change Vision
* Summary
* Reflection and focusing questions
* Chapter 7: IMPLEMENTATION SYSTEMS AND PROCESSES 197
* Step 8. Develop the Action System
* Formal roles
* Sponsor
* Champion
* Executive Team
* Change Leadership Team
* Other Change Agents
* Other Stakeholders
* Change processes
* Step 9. Implement the Plan for Change
* Implementation processes
* Action teams
* Additional Aspects of Change Process Implementation
* Provide for staff the information and training needed to implement
the change.
* Provide adequate opportunities for team building and conflict
management.
* Clearly communicate progress on the change process throughout the
organization.
* Summary
* Reflection and focusing questions
* Chapter 8: SUPPORT AND RESISTANCE
* Step 10. Develop and Maintain Support
* Sources of Support
* Top Management
* Additional Management Support
* Political Overseers
* Collaborating Organizations and Community Partners
* Sufficient Resources
* Resistance
* Summary
* Reflection and focusing questions
* Chapter 9: INSTITUTIONALIZATION AND EVALUATION
* Step 11. Institutionalize the Change
* Step 12. Evaluate the Change
* Summary
* Reflection and focusing questions
* Section 4: Generic Change Methods
* Chapter 10: USING CONSULTANTS
* Types of consultants: Expert and Process
* Types of Consultants: External and Internal
* Internal consultants
* External consultants
* Selecting and using consultants
* Organization Development
* Summary
* Reflection and focusing questions
* Chapter 11: DATA COLLECTION AND ASSESSMENT
* Action Research
* Employee Surveys
* The Management Audit
* Client Surveys
* Stakeholder Surveys
* Organizational Performance Data
* Appreciative Inquiry
* Reflection and focusing questions
* Chapter 12: CHANGE INTERVENTIONS
* Team Building
* Conflict Management
* Role Clarification
* Image Exchange/Intergroup Design
* Transition Management
* Large Group interventions
* Reflection and focusing questions
* Chapter 13: ADVANCING DIVERSITY, EQUITY, INCLUSION, AND SOCIAL
JUSTICE
* Background
* Cultural Competence
* Equity and Social Justice
* Summary
* Reflection and focusing questions
* Chapter 14: QUALITY AND EFFICIENCY IMPROVEMENT PROCESSES
* Total Quality Management
* Continuous Quality Improvement
* Plan Do Study Act
* Work Flow Analysis
* Cause and Effect Diagram
* Lean Transformation
* Six Sigma
* Lean Six Sigma
* Industrial Engineering
* Summary
* Reflection and focusing questions
* Chapter 15: ORGANIZATION REDESIGN
* Background and definitions
* Dimensions of Organization Design
* Organization Design as a Noun
* Organizational Structure
* Organizational Processes
* Criteria for the Redesign of an Organization
* Organization Design as a Verb
* Criteria for an Effective Redesign Process
* A Redesign Model
* Business Process Reengineering: A Cautionary Tale
* Summary
* Reflection and focusing questions
* Chapter 16: CHANGING ORGANIZATIONAL CULTURE
* Culture and Climate Defined
* Characteristics of Effective Cultures
* Culture Assessment
* Culture Change
* Employee Perspectives
* Tactics for Culture Change
* Summary
* Reflection and focusing questions
* Section 5: Change Methods For Human Service Organizations
* Chapter 17: IMPROVEMENT METHODS FOR HUMAN SERVICE ORGANIZATIONS
* Capacity building
* Assessing Capacity Building Needs
* Improving Organizational Capacity
* Best Practices and Benchmarking
* Evidence-based Practice Implementation and Implementation Science
* EPIS: Exploration, Adoption/Preparation, Implementation, and
Sustainment
* LOCI: Leadership and Organizational Change for Implementation
* NIRN: National Implementation Research Network
* CFIR: Consolidated Framework for Implementation Research
* Learning Organizations and Knowledge Management
* Summary
* Chapter 18: CHANGE MODELS FOR HUMAN SERVICE ORGANIZATIONS
* Change Models for HSOs
* The ARC Model
* The Sanctuary Model
* Getting to Outcomes
* Design Team
* Innovation and Intrapraneurship
* Cutback management
* Cutbacks: Content
* Cutbacks: Process
* Summary
* Chapter 19: STAFF-INITIATED ORGANIZATIONAL CHANGE
* SIOC Models
* SIOC and Worker Empowerment
* Pre-assessment
* Assessment
* The content of the change
* The process aspects of the change
* Preinitiation
* Initiation
* Implementation
* Institutionalization
* Evaluation
* Summary
* Reflection and focusing questions
* Section 6: Wrap Up
* Chapter 20: WHERE WE HAVE BEEN AND WHERE YOU MAY GO
* Where We Have Been
* A Planned Change Model
* You as a Change Leader
* Some Final Thoughts
* Where do you want to go from here?
* Reflection and focusing questions
* APPENDIX
* 1. Leader Development Plan
* 2. Management Audit
* 3. Role Functions Worksheet
* 4. Responsibility Chart
* 5. Transition Management: Team Member
* 6. Transition Management: Team Leader
* 7. The Organizational Change Tactics Questionnaire
* 8. Organizational Change Research: Some Challenges and History
* 9. Evidence for the Model
* References
* Index
* About the Author