e-Tools and Organization Transformation Techniques for Collaborative Case Management

SUMMARY

Welfare and workforce development reforms propel individual agencies into formal partnerships with one another. Collaborative Case Management is the cooperative delivery of social services to common clients. This paper describes technological tools and organization transformation issues for collaborative case management. A road map for a successful transition includes a shared vision, business/technology requirements, an information management strategy, redesigned jobs and processes, and a change management strategy.     

Chapter 12: Wells Fargo's Employee Assistance Consulting Model

Abstract

Wells Fargo and Company's Employee Assistance Consulting (EAC) is an established and successful internal corporate-based EAP that delivers organizationally congruent services to a diversified financial services company with 80+ businesses and over 146,000 team members. While some elements of traditional EAPs are evident in the services provided by this entity, EAC also provides highly specialized and customized consultations to its corporate partners, business group customers and employees. Using a highly integrated service model that aligns closely with the specific strategy and operations of each Wells Fargo business, EAC is an invited guest at many of the company's most influential tables. EAC collaboratively partners with senior and line management, Human Resources, the Employment Law Department, Disability Management (called WorkAbility at Wells Fargo) and Risk Management, Corporate Benefits, Corporate Security, Learning and Development, and others to provide leadership and organizational influence on such wide ranging issues as threat assessment and management, business incident management, workplace trauma, health and productivity, and organizational and employee effectiveness. This article describes proven methods and strategies for maximizing organizational influence and positioning EAP consultants as effective business partners.     

Reconsidering participatory action research for organizational transformation and social change

Abstract

Considering the notion of vagueness of organizational and social contexts during the processes of organizational transformation and social change, a dramaturgical model of organizations is proposed for facilitating the process of organizational transformation and learning in local and contingent contexts. Our strategy for participatory action research (PAR) is suggested for appreciating the importance of the multiple uses of research methods, hence the need to come to terms with pluralism and holism. In this paper, the design of participant-driven research, using the post-structuralist thought of Michel Foucault and Gilles Deleuze, is critically reviewed.     

Creating and Sustaining a Practice-Based Research Group in an Urban Adolescent Mental Health Program

Summary

This article describes the initiation, implementation, and accomplishments of a practice-based research group within a mental health program serving inner-city adolescents. Begun in 1995 and co-led by a program manager and a clinical social work practitioner, the group fosters and supports practitioner-driven research projects as part of a “reflective” organizational development strategy.     

The Deployment of Information Technology in an International Rural Health Care Project

SUMMARY

This paper presents a case study of the utilization of Information Technology (IT) in a cataract surgery eye camp held outside a remote village in India. Detailed here are the organizational and technological context of the project, the steps taken in the development and deployment of a patient medical database, the data collection procedures employed during the eye camp, and the resultant information products of these endeavors. Discussed are the implications for the application of IT in the documentation and evaluation of time-limited health and social service delivery projects.     

Teaching Successful Community Practice in Social Work

ABSTRACT

This article identifies and addresses a severe problem in the management of community practice projects of students in their second and third year in the Undergraduate Social Work program at the University of Haifa School of Social Work; namely, the current binary evaluation method based on total success or failure of the project.

Using a systems approach, this study creates a framework by which to ensure effective and positive outcomes for community practice projects carried out by undergraduate social work students (Freund, Arkin & Saltman, 1999). This framework is unique in that it draws on knowledge gained from organizational and community theories, as well as instructional theories for teaching social work practice.

The proposed framework includes three components that describe the factors necessary to help transform the student's learning experience: the organization's characteristics, the student's resources, and the evaluative measures.

This inter-conceptual approach enhances the ability of the instructor, the student, and the organization to build an appropriate organizational foundation for students operating communal programs. The underlying assumption is that an integrative approach promotes a better understanding of the components essential for building and evaluating social plans conducted by social work students.     

Business Incubation for People with Severe Mental Illness Histories: The Experience of One Model

ABSTRACT

The Enterprise People was a business incubator for people with serious mental health conditions that operated in Madison, Wisconsin, from 1998–2005. It supported entrepreneurs with learning basic business skills, start-up processes and expenses, back office supports, ongoing problem solving, and for some, with space to conduct their businesses. The original impetus was to discover whether people with SMI histories could successfully start and operate small businesses. Although this was confirmed, the experience also uncovered factors that will allow other projects of this sort to succeed, and some core infrastructural supports that need to be created. The experience demonstrates that self-employment supported by formal business incubation is a viable option in the range of mental health vocational rehabilitation models.     

Cultural Change in the Kibbutz Factory ‘Bereshit’(Genesis): An Israeli Case Study

Abstract

Cultural changes in the ‘Bereshit’ factory have been influenced by the privatization process that has engulfed the majority of Israeli kibbutzim. In the wake of organizational difficulties and economic losses, the kibbutz management (the factory owner) appointed as factory manager someone from the outside to oversee changes, a person without commitment to current factory workers who were kibbutz members as well. This change of management accelerated the inevitable processes of change: the collectivist culture that had previously favoured kibbutz members and assigned primary importance to them, evolved into a far more capitalistic one. Today the factory is managed along purely business lines that leave no room for any obligations toward individuals. Nevertheless, the new management has adopted a dual value system: on the one hand, it supports a materialist and capitalistic approach to the worker, but on the other it fosters the image of the factory as a ‘home’ that both preserves classic collectivist values and expects its workers to feel a primary and familial obligation to ‘Bereshit’. This duality is examined in light of Schwarz’s organizational culture model.     

Boundary-Spanning

SUMMARY

A boundary-spanning approach to practice traverses barriers to give social workers greater understanding of context, more latitude in interventions, and increased access to systems. This broad-based approach helps social workers work in large, complex systems of care that demand more creativity and advocacy from practitioners in less time with less support. It draws from direct social work practice, program planning and management, social work administration, and business/organizational management. Spanned boundaries include those restricting knowledge bases and definitions of setting, those separating health from mental health, those that isolate systems of service delivery and levels and modalities of practice.     

Organizational Change-Too Much,Too Soon?

ABSTRACT

Recent changes in government policies and practices, especially managed care, have led many nonprofit organizations to embrace collaboration as a competitive strategy. This article presents a case study of a large human service agency that has adopted a management service organization (MSO) model, a type of collaboration particularly suited to handling third-party contracts, at the urging of the founding CEO. A new governance model was also adopted. Using chronology as an analytical approach, the case examines key decisions made by professional and lay leaders during four distinct stages of organizational development. The actions taken by the board of directors to restore financial stability and protect the organization's reputation after learning from the CEO of the existence of a significant deficit demonstrate the need for strategic planning and better communication among all relevant parties involved in a collaboration.     

On the process of combining soft systems methodologies and other approaches in systemic interventions

Abstract

The article explores some issues related to the process of a systemic intervention using our experience in three projects in the Information and Communications Technologies (ICT) sector carried out in South Africa between 1997 and 2002. The projects served as a testing ground for exploring some theoretical and practical aspects associated with the process of facilitating the intervention. The paper presents reflections on some of the lessons learned regarding the process in each of the three cases associated with complex developmental decision-making issues.     

Creating ethical work climates: A socioeconomic perspective

In this essay, I introduce a theory of ethical work climates and describe how ethical climates can be created in business firms by applying a socioeconomic perspective to the process of organizational design. I begin by discussing moral climate in general—presenting the concept of a moral climate continuum and identifying the positive moral climate as one especially conducive to ethical behavior by agents of the firm. Next, I suggest a process for determining where a firm falls along the continuum by obtaining information about prevailing organizational norms. I then proceed to outline the theory itself, analyzing how management can move a firm from the negative to the positive end of the continuum. In this analysis, I argue that a socioeconomic management perspective provides a particularly strong foundation for establishing positive moral climate. I then propose a strategy for designing key organizational processes to transmit this perspective throughout the firm. The essay concludes with an agenda for future research.     

Self-Employment as a Social and Economic Development Intervention for Recipients of AFDC

Summary

This paper reports findings from program evaluations of two demonstrations designed to (1) test self-employment as a social and economic development strategy for recipients of AFDC, and (2) identify policy barriers to improving the economic well-being of this population. The authors collected data through interviews with program participants and program operators and used secondary data contained in operators' management information systems and state Department of Human Services electronic files. Program results showed that self-employment is a viable social and economic development strategy for self-selected welfare recipients who receive business training and assistance in locating operating capital. The paper discusses implications for social work practice, education, and research.     

Transforming finance for the future

Abstract

Significant changes in external market conditions have resulted in operations placing greater demands on the finance function. Traditional finance departments are increasingly expected to deliver more value and be more proactive in supporting the organization's overall business strategies. Unfortunately, many finance departments are not yet ready to meet such challenges. This article proposes a transformation process to reorganize present day finance functions to become a finance of the future. The proposed process applies tools such as best practices, outsourcing and technology to achieve a desired future outcome.     

Mediated business: living the organizational surroundings – introduction

ABSTRACT

This special section builds upon Deirdre Boden’s work on the constitutive nature of talk for organizations and the Culture & Organization 2004 special issue that developed her concern. Specifically, we aim to further engage with how business is managed, formed and locally accomplished by means of the organizational surroundings that the participants make themselves part of and the multimodal resources that they have at their disposal, in other words: how people live the organizational surroundings. Our hope is to shed light on future directions in the multimodal analysis of workplace interaction and studies of organization in general, and encourage a further interconnection among scholars from various disciplines.     

Managing care in the community: Analysis of a training workshop

Summary

Managing mental illness in the community is an anxiety provoking business. Yet the legislative emphasis on business management and rapid re-structuring both creates anxiety in workers and carers and appears to devalue those traditional psychotherapeutic skills which facilitate the containment of anxiety. Anxieties that are put out of mind (not contained) have damaging and dangerous consequences for carers, users and members of the public.

This paper is about a ten-week workshop with the task of providing a safe, constructive setting where the anxieties generated by community care of the adult mentally ill could be identified, addressed and thought about. The developments within the workshop are analysed as the process shifts back and forth between paranoid-schizoid and depressive position modes of functioning gradually progressing towards the latter. Members gradually found the ability to combine therapeutic and business management skills so that they could regain their authority in relation to the work while retaining an openness to mental disturbance in others and in themselves. This emerged through a greater appreciation of the complex relationships that exist within communities. In this way the workshop also offered members a model of containment that could be internalised.     

The Experiences of Human Service Managers in Contexts of Change and Uncertainty

Against a background of rapid and widespread changes to the delivery of human services and social welfare, this paper reports on a study into the experiences of managers of human services organisations. Within an interpretive methodology, the research utilised focus group and interview methods to examine the relevance and need for business, finance, and management skills from the perspective of managers in the human services. Results indicate that managers of human service organisations need advanced business, management, and finance skills to deal with change and uncertainty in contemporary and competitive service environments.

IMPLICATIONS

• Human service organisations in Australia are subject to change and uncertainty with new models of funding and increased accountability.

• Social workers employed as managers are under pressure to lead sustainable and accountable services, while still holding to social work principles.

• Social workers who manage organisations face a challenge of how to integrate business, management, and finance skills with the values and mission of social work.

     

Managing Out

ABSTRACT

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.     

Spirituality-Based Social Work Values for Empowering Human Service Organizations

Abstract

This paper is based on three premises: (1) Spirituality is seen as an asset from which the client system draws its innate strengths to empower itself, (2) Just as it is important for social work clients to build on individual spiritual strengths to overcome personal challenges, it is equally crucial for human service organizations to implement spirituality-based professional values in organizational contexts, and (3) Spirituality issues need to be examined from the perspective of macro social work education. Based on these premises, the goal of this paper is to construct a conceptual framework that links spirituality-based social work values to empowerment strategies that can be employed in macro social work practice. Adding to the existing dimensions of social work knowledge relating to spirituality, this paper examines spirituality as empowerment issues. Also, the author explores spirituality-centered social work skills, focusing on organizational management and leadership skills.