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Facing the Challenges of Management

Facing the Challenges of Management. Chapter 1. What’s Your Style ?. List the following: 5 strengths 5 weaknesses What areas are you willing to admit that you need improvement? What areas do others tell you that you need improvement?. Human Service Organizations.

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Facing the Challenges of Management

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  1. Facing the Challenges of Management Chapter 1

  2. What’s Your Style? • List the following: • 5 strengths • 5 weaknesses • What areas are you willing to admit that you need improvement? • What areas do others tell you that you need improvement?

  3. Human Service Organizations • The goals of HSO’s are specifically dedicated to improving the lives of the people and communities being served • Examples of HSO’s include : • Community Agencies • Mental Health/Substance Abuse Agencies • Population-oriented Agencies • Career/Employment • Advocacy

  4. Human Service Organizations • Many different programs may run within one agency, which requires separate staff and management • Management is the process of: • Making a plan to achieve at some end • Organizing the people & resources needed to carry out the plan • Encouraging and assisting employees • Evaluation of results • Revisions of plans and/or goals, if necessary

  5. Article Review • Why hasn’t leadership received more attention in social work training? • What’s the difference between managing a caseload and managing a program or an agency? • What are some factors that affect the transition from worker to manager? • What does the author suggest social workers do in order to flourish as agency managers and leaders?

  6. Case Activity 1.1 • Each group will place themselves in the perspectives of the individuals in the scenario and answer the following: • What prospective changes role changes are you facing? • What factors would you consider in assessing your career goals and the kinds of activities you would like to participate in at work? • If you moved further into management, what additional skills and trainings would you need?

  7. The Blurring Roles of Leaders and Managers in HSOs

  8. The Manager as Supervisor • A supervisor’s primary task is to ensure that each supervisee: • Views his or her own work as a key component in helping the organization achieve its goals • Develops the knowledge, skills and attitudes necessary for carrying out this work • Remains motivated toward growth

  9. Decision Making & Socialization Skills • Decision making involves identifying and weighing alternate means for reaching desired ends

  10. Decision Making & Socialization Skills • A manager’s socialization skills or lack thereof plays a vital role in how plans will be executed • What is appropriate behavior that is expected of a manager/supervisor? • What is inappropriate?

  11. Managing Finances • What is relevant to the budget? What isn’t?

  12. Competency Building • Begin the process of creating your own hypothetical agency. Address the following questions: • What kind of need might your program address? • Are you focusing on a particular problem or a particular population? Explain • What would be the central mission of your program? Give a brief statement (appx. 3 sentences) • Give your program a name

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