Integrative Practice in and for Larger Systems Transforming Administration and Management of People, Organizations, and Communities

Successful integrative practice begins at the nexus of intrapersonal and interpersonal levels of macro practice, and requires a nuanced sensitivity to both. Integrative Practice in and for Larger Systems guides readers through the development of a cohesive practice model to transform the management of community agencies. Specifically, the new model emphasizes accountability and awareness to the covert aspects of organizational culture and politics that underwrite effective service delivery. The book also addresses a broad scope of issues that require thoughtful consideration, including policy evaluations, interagency community-based practice, innovation implementation across larger systems, direct-service program management, and program and organization development. Written from the vantage point of administering and managing community agency-based practice using evidence-informed approaches, the text is an essential resource for students seeking to learn both agency and interagency management practices.

Preface


Section 1. Core Foundational Integrative Practice Competencies for Administrators and Managers

Chapter 1. Integrative Practice in and for Larger Systems: Transforming Administration of People, Organizations, and Communities

Chapter 2. Unraveling the Covert Aspects of the Culture of Oppression: The Influence of the Culture of the Conspiracy of Silence, Culture of Power, and the Structural Determinants of the Culture of White Privilege on Integrative Practice in and for Larger Systems

Chapter 3. Intersection of Social Policy and Integrative Practice in and for Larger Systems

Chapter 4. Integrative Practice: Theory and Integrative Practice Model Development in Larger Systems

Chapter 5. Using Performance and Evidence-Based Management to Transform Administration of Multiple Agency Layers

Chapter 6. Infusing Culture into Integrative Practice in and for Larger Systems

Chapter 7. Synthesizing Critical Thinking and Decision Making in Program and Agency Management: Problem- and Performance-Oriented Practice (POP) Approach to Performance and Evidence-Based Management


Section 2. Core Stabilizing Skill Competencies for Administration and Management

Chapter 8. Effective Leadership: Moving an Organization Forward

Chapter 9. Staff Development

Chapter 10. Interpersonal Influence: Functions of an Offensive Wide Receiver as a Larger System Practice Strategy for Leveraging Politics, Competing Power Bases, and Social Service Delivery

Chapter 11. Human Resource Development

Chapter 12. Power and Politics of Organizational System Collaboration: Implications for Social Service Autonomy, Authority, Accountability, and Continuity.
Keva M. Miller and Harold E. Briggs


Section 3. Core Administration and Management Enhancement Skill Competencies

Chapter 13. Performance Measures and Information Systems

Chapter 14. Diffusing and Adopting Evidence-Based Practice and Empirically Supported Interventions in the Social Work Academy and in Practice: A Comparison of Practice Processes.
Harold E. Briggs and Bowen McBeath

Chapter 15. A Guide for Integrating Program Management and Continuous Quality Program Improvement

Chapter 16. Program Review and Program Evaluation


Section 4. Core Development Skill Competencies for Administration and Management

Chapter 17. Organizational Development

Chapter 18. Program Design and Development

Chapter 19. Integrating Evidence, Culture, and Community-Based Participatory Program Design and Development: Implications for Increasing Stigma Awareness and Mental Health Service Use Among African Americans Through Cultural Injection Vector Engagement (CIVE) Theory

Chapter 20. Transforming Administration and Management Through Blending Science, Community Voice, Family and Consumer Participation: A Case Example of Diffusing Empirically Supported Interventions and Evidence Based Practice to Child Welfare Systems Serving African American Foster Youth
Harold E. Briggs and Bowen McBeath

Chapter 21. Integrative Practice in and for Larger Systems: Transforming Administration of People, Organizations, and Communities Through Evidence-Based Management