Michael J. Austin (Ph.D., Social Work; MSPH, Public Health, University of Pittsburgh) is Milton and Florence Krenz Mack Distinguished Professor of Nonprofit Management at the University of California, Berkeley, where the teaches a wide range of courses, including Assessing the Dynamics of Communities, Groups and Organizations, Management Practice, Research Resources, and Assessing Nonprofit Organizations. His research interests are nonprofit management and planning, organizational change, and policy implementation. He is the author or co-author of a wide range of books and journal articles. Ralph Brody, Ph.D. passed away on February 8, 2006. Dr. Brody was previously on the faculty of Cleveland State University where he taught social policy and human service administration. He also taught graduate courses on human service delivery models at Case Western Reserve University. Previously, he served for fifteen years as the executive director of the Federation for Community Planning, an organization that provides research, planning and advocacy on health and human services. Dr. Brody authored books on case management, the state legislative process, fundraising events, community problem solving, service learning, and macro practice. Dr. Brody’s many years as a manager and teacher convinced him that the issues facing those in human service organizations were universal and applied to boards of directors as well as NGOs. He dedicated himself to developing tools to enhance the understanding and skills of those in leadership roles, from Cleveland to India, Spain, Ghana, Ethiopia, Egypt and Nigeria.  His frequent workshops in Kenya led to the translation of his casebook into the Swahili language. His co-authored book with Dr. Nair: Grassroot Development – Establishing Successful Microenterprises has been published in English and Malayalam language. Dr. Brody’s work touched millions, and his contributions will continue to educate, inform and inspire future students and professionals in human services field.

It goes with the main text book I am using

• 1. IntroductionOverviewThe Uses of Case-Based LearningThe Value and Benefits of Case-Based LearningConceptual FrameworksManagerial RolesCompeting ValuesManagement FunctionsSummary2. Case Assessment and DebriefingCase DebriefingUse and Organization of the CasebookSummary3. Governance, Environment, and StructureGovernanceCase 3-1 Meddling TrusteesCase 3-2 KidsCanCase 3-3 Dorchester House Board of DirectorsCase 3-4 The Perfect StormCase 3-5 Poor Leadership BoundariesEnvironmental RelationsCase 3-6 The CabalCase 3-7 Cost of a TuxedoCase 3-8 Choosing a DirectorCase 3-9 Collapse of the CoalitionStructureCase 3-10 Merging Colossal and Grassroots AgenciesCase 3-11 Poor Interdepartmental Communication or Competing Service Ideologies?Case 3-12 Whose Interests Are Being Served?Case 3-13 Greenvale Residential Treatment CenterChapter Exercises4. Leadership and EthicsLeadershipCase 4-1 Empowering Staff: Real or Imaginary?Case 4-2 Caught in the Middle: Mediating Differences in Gender and WorkstyleCase 4-3 To Talk or Not to Talk?Case 4-4 Agency Director Uses a Personal Coach to Address His Leadership StyleCase 4-5 Founder’s SyndromeCase 4-6 Executive LeadershipCase 4-7 Marian Health CenterCase 4-8 Mosaic County Welfare DepartmentCase 4-9 Project HomeEthicsCase 4-10 Damage ControlCase 4-11 Philosophy Versus EconomicsCase 4-12 What? Me worry?Chapter Exercises5. Planning and Program DesignPlanningCase 5-1 Mallard County Private Industry CouncilCase 5-2 Be Careful What you Wish ForCase 5-3 Decisions on Resource AllocationCase 5-4 Rational Versus Political Decision MakingCase 5-5 The Achievement Crisis at Girls WorksCase 5-6 Cutbacks and Performance PressureCase 5-7 Hillside Community CenterCase 5-8 Empowering Staff to Advocate for Chicano/Latina ClientsProgram DesignCase 5-9 Banksville Human Services CenterCase 5-10 Massive RetrenchmentCase 5-11 Productivity and PerformanceCase 5-12 Responding to Changing Client and Community NeedsChapter Exercises6. Financial Management and Information SystemsFund DevelopmentCase 6-1 Should We Accept the Gift?Case 6-2 Changing the Ground RulesBudgetingCase 6-3 ShowdownCase 6-4 Improving Cash FlowCase 6-5 Desperate for Program FundingCase 6-6 Painful ChoicesInformation SystemsCase 6-7 Measuring PerformanceCase 6-8 Information Services OverloadCase 6-9 Evaluating a Strategic Plan for Children’s ServicesChapter Exercises7. Human Resource Management and SupervisionHuman Resource ManagementCase 7-1 The Case of Missing StaffCase 7-2 Client-Centered Administration or Organization-Centered Administration?Case 7-3 Union HeadacheCase 7-4 The Influence of Religious BeliefsCase 7-5 Growing PainsCase 7-6 Challenges on the LineCase 7-7 Selecting a Clinical Director for Friendly HouseCase 7-8 Fire a Competent CFO?SupervisionCase 7-9 SOS in DHS: A Problem of MotivationCase 7-10 Deteriorating Performance of a SuperviseeCase 7-11 Helping Supervisors Manage Their StaffCase 7-12 Supervising Five Case ManagersCase 7-13 Supervisory LeadershipChapter Exercises8. Organizational Dynamics and ChangeCase 8-1 Implementing Organizational Change as a NewcomerCase 8-2 Diagnosing Managerial Practice in a Budget CrisisCase 8-3 How Are We Doing?Case 8-4 Jefferson HospitalCase 8-5 Thurston High SchoolCase 8-6 Leadership Challenges in Transforming a Public Human Services AgencyChapter ExercisesReferencesIndexAbout the Authors