Harold E. Briggs, Verlea G. Briggs, Adam C. Briggs

Integrative Practice in and for Larger Systems (eBook, ePUB)

Transforming Administration and Management of People, Organizations, and Communities

• Format: ePub

Produktbeschreibung

Successful integrative practice begins at the nexus of intrapersonal and interpersonal levels of macro practice, and requires a nuanced sensitivity to both. Integrative Practice in and for Larger Systems guides readers through the development of a cohesive practice model to transform the management of community agencies. Specifically, the new model emphasizes accountability and awareness to the covert aspects of organizational culture and politics that underwrite effective service delivery. The book also 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 the vantage 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.

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Produktdetails

• Verlag: Oxford University Press
• Seitenzahl: 480
• Erscheinungstermin: 2. Juli 2019
• Englisch
• ISBN-13: 9780190058999
• Artikelnr.: 57031236

Autorenporträt

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