The Status of Research in Social Service Management

Rapp, Charles A.; Hardcastle, David A.; Rosenzweig, Julie M.; Poertner, John

doi:10.1300/j147v07n03_11

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2021

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Cited by 6 publications

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“…As Au (1994) points out howevcr, empirical evidence to support even this level of undcrstanding is fragmented and weak. Of course, Au is not the first to observe this deficit (Rapp, Hardcastle, Rosenzweig, & Poertner, 1983). It might even be said that human service management is st111 in its infancy as an cmpirically valid practice.…”

Section: Literature Reviewmentioning

confidence: 99%

Identifying and Comparing Competencies for Social Work Management II

Menefee

1998

Administration in Social Work

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Section: Literature Reviewmentioning

confidence: 99%

Identifying and Comparing Competencies for Social Work Management II

Menefee

1998

Administration in Social Work

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Thematic Trends and Changes in Human Service Organizations: Management, Leadership, and Governance

Kang

Kim

Baek

2021

Human Service Organizations: Management, Leadership & Gover

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Management Is Performance:

Gowdy

Rapp

Poertner

1993

Administration in Social Work

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The political nature of human services is a given. The multiple constituency dilemma coupled with the retrenchment of the 1970s and 1980s has led to a great gulf separating managers from clients, and managers from front-line personnel. These political factors have been reinforced by management theory and the blind adoption of "state-of-the-art" management technologies developed in business and the military, and the separation has gained legitimacy. The result is less than optimal service, a dissatisfied workforce, and continued attacks for being inefficient, self-serving, and ineffective. The purpose of this article is to portray an alternative form of human service management. Its vision places clients center stage in our organizations and places the manager as the director and producer. It accepts the premises that "management is the principle engine of progress" (Levitt, 1976) and that management is performance. It then lays a foundation for client-centered management by presenting four principles for social service administrators who desire to adopt this perspective in their daily practice. An elaboration of the skills and methods of client-centered management can be found in a recently published text (Rapp & Poertner, 1991).

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The Status of Research in Social Service Management

Cited by 6 publications

References 1 publication

Identifying and Comparing Competencies for Social Work Management II

Identifying and Comparing Competencies for Social Work Management II

Thematic Trends and Changes in Human Service Organizations: Management, Leadership, and Governance

Management Is Performance:

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