In this thought-provoking book, Lawler and Bison provide a thorough review of, and framework for, management, leadership, and organizational theories for social work scholars and leaders. Their dis...
The goal of this research is to qualitatively explore the role, function, attitudes, behaviors, and beliefs about lobbying and social welfare nonprofit boards. Focus groups and telephone interviews were conducted with 53 nonprofit leaders. The findings suggest that nonprofit leaders understand the need for lobbying but barriers included fear, lack of resources, and inadequate knowledge of nonprofit lobbying laws. Board members experienced ambiguity about the lobbying process, and executive directors often orchestrated the board's lobbying activities. However, boards have opportunities to engage in the relationship-building and capacity-enhancing activities to promote social justice using lobbying as a strategy.
Evaluations in child welfare settings present challenges and opportunities for administrators. This paper presents a framework for considering such evaluations and proposes mixed methods to assess participatory interventions for sustainable organizational change. A progression of three studies illustrates this approach and draws on results to demonstrate how evaluation designs impact findings.
This article analyzes the shortcomings affecting social services in Spain and highlights how the control function contributes to transparency and efficiency, with the consequent improvement of citizens' confidence. The results from a survey are presented, reflecting the opinions of the statutory auditors in Spain as to these matters.
The transition from direct service to management in human service organizations requires newly promoted managers to engage in significant role transformation that calls into question their self-concept and identity. This analysis draws upon the for-profit and nonprofit literature to construct a conceptual model of managerial identity formation. The model is then applied to a case vignette of a managerial leadership development training program developed by a regional network of nonprofit human service agency directors. The analysis concludes with implications for managerial training and leadership development in human service organizations.
