The Impact of Service System Transformation on Human Service Agencies: Competing Ministry Directives and Strategic Innovative Leadership Adaptations

Vito, Rosemary

doi:10.1080/23303131.2017.1329175

Cited by 7 publications

(7 citation statements)

References 21 publications

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“…In particular, this method enabled the researchers to observe the most salient issues related to lived experience-and specifically its consequences for representative bureaucracy-enriched with quotes from the conducted interviews on study participants' otherwise unobtainable views, feelings, and actions that outsiders might assume about this social services sphere (see Charmaz 2006;Hussein et al 2004). The employed methodology follows new and established streams of research in the human service organizations context that have used the multiple case study approach to explore a myriad of questions, such as those related to informal accountability in human service networks (LeRoux et al 2019), the impact of the service system in transforming human service agencies (Vito 2017), and organizational employees' and leaders' perspectives on the effects of undergoing accreditation (Lee 2014). Moreover, a recent meta-review of the representative bureaucracy literature by Bishu and Kennedy (2019) found that qualitative studies of representative bureaucracy are limiting our ability to "uncover how and why representation processes yield outcomes" (p. 23).…”

Section: Methodsmentioning

confidence: 99%

Representation through Lived Experience: Expanding Representative Bureaucracy Theory

Merritt

Farnworth

Kennedy

et al. 2020

Human Service Organizations: Management, Leadership & Gover

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This study draws on the insights of managers in the behavioral health treatment system to explore the value of persons who bring lived experience to their organizational positions. Within these organizations, persons with relevant lived experience occupy various nonclinical and clinical positions. When facilities incorporate workers with lived experience, managers observe increased levels of trust between clients and service providers, an enhanced client-centered perspective among service providers, and higher quality in the services provided. This study may guide managers in considering how (or whether) human service organizations might institutionalize lived experience as a mechanism to help create a representative bureaucracy. PRACTICE POINTS• In the behavioral health treatment system, the use of peer-provided services demonstrates an organization's commitment to engaging with and learning from the experiences of former service recipients.• Employees who have experienced the challenges an organization addresses introduce distinct, relevant knowledge that cannot be replicated through education and training.• Active representation on the basis of lived experience is neither inherent nor automatic and is influenced by institutional and contextual factors.• In the behavioral health treatment system, organizations reduce challenges associated with integrating workers with lived experience by clearly defining roles and responsibilities, education and training, formal supervision and monitoring processes, and policies/rules that outline clear boundaries between persons with lived experience and clients.• If care is taken to develop roles and job descriptions that make thoughtful and appropriate use of workers with lived experience, organizations may improve their capacity to serve their clientele.

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Section: Methodsmentioning

confidence: 99%

Representation through Lived Experience: Expanding Representative Bureaucracy Theory

Merritt

Farnworth

Kennedy

et al. 2020

Human Service Organizations: Management, Leadership & Gover

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“…The main challenges managers in human service organizations are facing today result from the collision of professional, bureaucratic and market logics, each of which has its own values, principles of governance and accountability, claims to expertise and career paths (e.g. Tonkens, 2008; Freidson, 2001; Van Houten, 2008; Vito, 2017; Colby Peters, 2017; Hart and Buiting, 2012). The customer’s demand is the starting point for market logic.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Various scholars, such as Gellis (2001), Ghate et al (2013), Van Leeuwen and Polstra (2015) and Vito (2016, 2017), address the fact that today’s challenges imply new demands on the leadership skills and competences of managers in human service organizations. For managers, skills and knowledge are needed in understanding leadership processes and organizational change.…”

Section: Literature Reviewmentioning

confidence: 99%

Transition and transformation in youth care in the Netherlands

Vries

Wolbink

2018

IJPL

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Purpose Since January 2015, the Dutch youth care system has been under construction. Its focus has shifted from the problematic to the normal development of children. Emphasis on the capacities of both youths and parents, on customized care and on better cooperation between professionals should decrease the use of specialized services. This reconstruction of the youth care system not only appeals to the competencies and skills of professionals, but also requires innovations in terms of leadership. The purpose of this paper is to describe the struggle managers face when working to transform the youth care system, and to provide some suggestions for how managers can be supported. Design/methodology/approach This paper is based on the results of two empirical, qualitative studies that were recently conducted by the Research Institute Youth, which is part of the Health Care and Social Work Research Centre of Windesheim University of Applied Sciences in Zwolle, the Netherlands. Over the course of a preliminary study, executive managers of five youth care organizations were interviewed on the ongoing transformations of their organizations and the changing roles and needs of managers within these transformations. Subsequently, 13 middle- and first-line managers of 3 youth care organizations were interviewed about their experiences and the ways in which they have handled the new roles they have taken on in transforming their organizations. Findings The management of youth care organizations is responsible for facilitating professionals in taking on and shaping their new roles, thus affecting not only the structure but also the culture and practices of youth care organizations and of management itself. This research shows that managers are struggling with these changes in their own ways. While youth care managers are struggling with their new roles and responsibilities, the intended transformation of the youth care system lags behind. Appropriate support of managers is essential, but is currently lacking. This paper provides some suggestions for how managers can be supported. Originality/value This paper identifies and explains the challenges that top-, middle- and lower-level managers face in current transformation processes in social service organizations, and provides some suggestions for how managers can be supported in these processes.

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“…In non-voluntary service interaction, the simultaneously present bureaucratic logic on one hand, and a customer logic on the other become particularly palpable. Non-voluntary (as well as voluntary public) service interaction can therefore be quite pressing for front-line employees and have an impact on service performance (Korczynski 2008;Fossestøl et al 2015;Vito 2017;Greve, Laegreid, and Rykkja 2018;Jaspers and Steen 2018;Kaluza 2018).…”

Section: Introductionmentioning

confidence: 99%

Non-voluntary service interaction from a service logic perspective: children and value co-creation

Lindqvist

Westrup

2019

Public Management Review

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Public sector services are complex in relation to many private sector services. For example, public sector services contain non-voluntary service interaction. This area of practice has not been extensively researched to date. In this article, we explore and discuss service interaction in public non-voluntary services targeting children, in order to understand what elements go into value co-creation. We use a conceptual model of value co-creation in service developed by Christian Grönroos, and propose elaborations of the model to better reflect the complexities of public sector services.

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The Impact of Service System Transformation on Human Service Agencies: Competing Ministry Directives and Strategic Innovative Leadership Adaptations

Cited by 7 publications

References 21 publications

Representation through Lived Experience: Expanding Representative Bureaucracy Theory

Representation through Lived Experience: Expanding Representative Bureaucracy Theory

Transition and transformation in youth care in the Netherlands

Non-voluntary service interaction from a service logic perspective: children and value co-creation

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