Managing for Service Effectiveness in Social Welfare Organizations

Rino J Patti, Charles A Rapp, John Poertner

• Contents Section One: Overview and RationaleIntroduction Introduction Managing for Service Effectiveness in Social Welfare: Toward a Performance Model Moving Clients Center Stage Through the Use of Client Outcomes Section Two: Measurement of Client Outcomes Introduction Service Effectiveness and the Social Agency Measuring Clinical Outcomes and Their Use for Managers Measuring Client Outcomes: The Experience of the States Management by Measurement: Organizational Dilemmas and Opportunities Section Three: Social Program Design Introduction Design and Development in Organizational Innovation A Theory of Accountability for the Human Services and the Implications for Social Program Design Maximizing Effectiveness Through Technological Complexity Section Four: Managing People Introduction Managing People for Enhanced Performance The Application of Quality of Work Life Research to Human Service Management Section Five: Managing Information Introduction Designing Social Work Management Information Systems: The Case for Performance Guidance Systems The Effects of Feedback on the Behavior of Organizational Personnel Planning for Client Feedback: Content and Context Section Six: Managing Environmental Relations Introduction Multiple Constituencies and Performance in Social Welfare Organizations: Action Strategies for Directors Generic Social Work Skills in Social Administration: The Example of Persuasion Section Seven: Constraints and Dilemmas Introduction Competing Perspectives on the Concept of “Effectiveness” in the Analysis of Social Services Ethics and the Managing of Service Effectiveness in Social Welfare Index