OXFORD UNIVERSITY PRESS

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

ISBN : 9780190058975

Price(incl.tax): 
¥10,780
Author: 
Harold E. Briggs; Verlea G. Briggs; Adam C. Briggs
Pages
432 Pages
Format
Paperback
Size
156 x 235 mm
Pub date
Sep 2019
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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.

Index: 

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

About the author: 

Harold E. Briggs, PhD, AM, is Director of Research Expansion and Professor in the School of Social Work at the University of Georgia. He has worked extensively to transfer evidence-based management and evidence-informed direct practice approaches through child welfare, mental health, and substance abuse service systems that sanction adult consumer, youth, and family voice aimed at improving child, adult, and family well-being. Verlea G. Briggs Adam C. Briggs

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