Managing for Service Effectiveness in Social Welfare Organizations

Contents
Section One: Overview and Rationale

• Introduction
• 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 âEffectivenessâ in the Analysis of Social Services
• Ethics and the Managing of Service Effectiveness in Social Welfare
• Index