Management Practice

Building a Coalition of Non-Profit Agencies to Collaborate with a County Health and Human Services Agency

Libby, M.
Austin, M.J.
2008

It is rare that a group of community-based non-profit social service providers can successfully develop a coalition that includes not only a range of providers, but the County Health and Human Service Agency as well. This is a case study of a coalition of non-profit agencies that has come together in an attempt to plan and implement a comprehensive service delivery system to address the human service needs of residents in Napa County, California. With the goal of developing a comprehensive and seamless system of care for all residents of Napa, this non-profit coalition has begun to...

Building a faith-based human service agency: A view from the inside

Kaseman, M.K.
Austin, M.J.
2008

Interest in faith-based organizations has increased substantially since the Bush administration made them a priority in the presidential campaign of 2000 and established a special office in the White House to promote their involvement in government supported human services. The primary goal of this initiative is to encourage faith-based organizations, usually understood to mean congregations, to engage their members in supporting services to those most in need. While most research on faith-based organizations is limited to the past decade or two, very little is known about how they operate...

The challenge of supervisory management in Jewish Federations.

Austin, M.J.
1989

No abstract is available for this publication.

Planning for organizational change: Linking the past with the present and future.

Austin, M.J.
1996

Most strategic planning in the field of Jewish communal service neglects the impact of organizational history on planning for the future. This article identifies a framework for assessing the past as a way of informing the planning process for organizational change.

Mapping the future: Strategic planning in the American Jewish community

Austin, M.J.
2002

Strategic planning provides a road map to an organization's future direction, sharpening its focus. The process outlined in this article involves several lay committees that assess the internal and external environment and then propose planning initiatives essential to the organization's mission and responsive to its operating environment. For the planning process to be succeed, the necessary funding to implement the initiatives must be built into the budget and the leadership must be committed to the necessary changes.

Becoming Learning Organizations: A Progress Report

Martin, Madelyn
Dahlin, Peter
Adair, Gary
Hamlin, Elaine
Hayes, Rita
Herendeen, Anne
Hurley, David
McPherson, Jane
Morales, Dave
Ray-Chodhuri, Kerry
Stopponi, Juanita
Van Houten, Paul
2000

No abstract is available for this publication.

Establishing a Career Development Program As Part of a Recruitment and Retention Strategy in a Learning Organization: Case Studies of San Mateo and Contra Costa Counties

Grossi, Sarah
Austin, M.J.
2002

No abstract is available for this publication.

Case Studies of Contrasting Human Resources Models in County Social Service Agencies: Implications for Fostering the Development of Learning Organizations

Grossi, Sarah
Austin, M.J.
2002

No abstract is available for this publication.

Managerial and Frontline Perspectives on the Process of Evidence-Informed Practice Within Human Service Organizations

Carnochan, S.
McBeath, B.
Austin, M.J.
2017

Emphasis on evidence-informed practice (EIP) in human service organizations aimed at improving service quality and client outcomes has increased in recent decades. Research has suggested that the organizational context shapes EIP, yet few studies have explored the agency-based activities that constitute this form of practice. This survey of 473 managers and frontline practitioners in 11 county human service organizations examines EIP activities in agency settings. Analysis of responses to open-ended questions identifies the specific cognitive, interactive, action, and compliance dimensions...

Managing Out The Community Practice Dimensions of Effective Agency Management

Austin, M.J.
2008

With the advent of welfare reform and managed care, the nature of managerial practice has increasingly shifted from a primary focus on internal operations to a more external, community focus which involves actively monitoring and managing the boundary between the external environment and internal organizational arrangements. This article explores the boundary spanning aspects of community practice, the related theories of inter-organizational relations, and the process of “managing out” by those in top management and middle management positions in human service organizations.