Name: Organizational Change for the Human Services By Thomas Packard (Professor Emeritus, Professor Emeritus, School of Social Work, San Diego State University)
SKU: 9780197549995
Price: 27.90 GBP
Availability: InStock

Organizational Change for the Human Services Summary

Organizational Change for the Human Services by Thomas Packard (Professor Emeritus, Professor Emeritus, School of Social Work, San Diego State University)

Human service organizations (HSOs) are faced with challenges and opportunities ranging from improving effectiveness and efficiency to advancing diversity, equity, and inclusion. However, organizational change can be a difficult process and does not occur without a catalyst. Organizational Change for the Human Services presents an evidence-based conceptual framework for planning and implementing change within HSOs. This book outlines the process for organizational change from identifying a problem to following a strategy for success. Thomas Packard presents discussions on various methods such as team building, employee surveys, cultural change, organization redesign, and intrapraneurship. Case examples demonstrate how individuals can put theory into practice within their organizations. Written for current and future HSO leaders, this book delves into the tactics and change methods that will help guide individuals to enact change within their organizations. Packard has created an invaluable resource for HSO leaders who aspire to provide the best services and care for the clients and communities they serve.

Organizational Change for the Human Services Reviews

For anyone interested in changing a human service organization to better serve clients, Packard's book is an invaluable resource ... While the book is solidly grounded in theory and empirical evidence, the author's primary focus is how change practitioners can realistically improve the effectiveness of organizations that serve diverse, vulnerable, and disenfranchised populations. I expect this book will be an indispensable companion for practitioners, students, and scholars alike. * Rino J. Patti, Professor Emeritus, University of Southern California *
With an increasing need to effectively respond to our society's grand challenges, Dr. Packard provides an outstanding description and rigorous analysis of the latest evidence-based organizational practices to leverage change. The accessible narrative, real-world examples and thought-provoking questions will allow readers to enact positive change within their organizations, communities or groups. * Erick Guerrero, PhD, Founder / Director, I-LEAD Institute, Research to End Healthcare Disparities (REHD) Corp *
Dr. Packard has written an outstanding, comprehensive, easy-to-read, and practical textbook on another topic of critical importance. Dr. Packard has skillfully provided a well laid out, up-to-date, and comprehensive synthesis of the relevant research and practice-based information about what facilitates successful organizational change efforts. * Nina Esaki, PhD, MSW, MBA, Assistant Professor, Department of Graduate Social Work, Springfield College *
This is the premier book on organizational change in human services and will be essential reading for academics and practitioners for years to come. This book incorporates the latest evidence-based research, theory, and practice on organizational change. This book will be an essential guidebook to those teaching, researching, studying, and/or implementing organizational change in human services. * Rosemary Vito, Assistant Professor, King's University College at Western University *

About Thomas Packard (Professor Emeritus, Professor Emeritus, School of Social Work, San Diego State University)

Thomas Packard, MSW, DSW, is Professor Emeritus in the School of Social Work at San Diego State University. He has twenty years of experience as an organization development consultant focusing on governmental and nonprofit organizations. He received his doctorate in social welfare at UCLA, where he also studied in the Graduate School of Management and the Center for Quality of Working Life.

Section 1: Overview INTRODUCTION Making sense of organizations Purpose of the Book Cases We Will be Studying Father Joes' Villages San Mateo County (California) Human Services Agency San Diego Youth Services San Diego Fire Department Plan for the Book Chapter 1: CHALLENGES AND OPPORTUNITIES Framing Organizational Change Some Conditions Requiring Change Leading and Managing Change To What Extent Can Planned Organizational Change Really Help? Challenges in implementing organizational change Organizational Change Defined Summary Reflection and focusing questions Chapter 2: A CONCEPTUAL FRAMEWORK Key Theories of Organizational Change Planned vs. Unplanned Change Levels of Change Change Context, Content, and Process A Conceptual Model of Planned Organizational Change Problem, Need, Opportunity, or Challenge for Change Change Goal Assessment Strategies Tactics Technologies and Methods Outcomes of the Change Process Essential Elements for Managing Complex Change Summary Reflection and focusing questions Section 2: Change Leadership Chapter 3: YOU AS A CHANGE LEADER: ASSESSMENT AND DEVELOPMENT Assessing Yourself as a Change Leader Change Management and Change Leadership Change Leadership Competencies Leadership traits Task, Relationship, and Change Behaviors Influence Skills Ethics in Change Leadership Leader Development Summary Reflection and focusing questions Chapter 4: THEORIES FOR EFFECTIVE CHANGE LEADERSHIP Leadership Theories for Change Leadership Likert's Management Systems Participative Decision Making Exemplary Leadership Transformational and Transactional Leadership Adaptive leadership Compassionate Leadership Summary Reflection and focusing questions Section 3: A Change Model Chapter 5: ASSESSMENT AND GOAL SETTING Step 1. Identify the Problem, Need, Challenge, or Opportunity Step 2. Identify the Desired Future State: the Change Goal Step 3. Assess the Present Assessing Context: The Big Picture Assessing Content: What Needs to be Changed Assessing Process: Aspects of the Change: Readiness and Capacity Staff Readiness and capacity Organizational Readiness Organizational Capacity Change Leader Capacity Force Field Analysis Summary Reflection and focusing questions Chapter 6: LAUNCHING THE CHANGE INITIATIVE Step 4. Determine the Overall Change Strategy Step 5. Communicate the Need for and the Desirability of the Change Step 6. Create a Sense of Urgency Step 7. Communicate the Change Vision Summary Reflection and focusing questions Chapter 7: IMPLEMENTATION SYSTEMS AND PROCESSES 197 Step 8. Develop the Action System Formal roles Sponsor Champion Executive Team Change Leadership Team Other Change Agents Other Stakeholders Change processes Step 9. Implement the Plan for Change Implementation processes Action teams Additional Aspects of Change Process Implementation Provide for staff the information and training needed to implement the change. Provide adequate opportunities for team building and conflict management. Clearly communicate progress on the change process throughout the organization. Summary Reflection and focusing questions Chapter 8: SUPPORT AND RESISTANCE Step 10. Develop and Maintain Support Sources of Support Top Management Additional Management Support Political Overseers Collaborating Organizations and Community Partners Sufficient Resources Resistance Summary Reflection and focusing questions Chapter 9: INSTITUTIONALIZATION AND EVALUATION Step 11. Institutionalize the Change Step 12. Evaluate the Change Summary Reflection and focusing questions Section 4: Generic Change Methods Chapter 10: USING CONSULTANTS Types of consultants: Expert and Process Types of Consultants: External and Internal Internal consultants External consultants Selecting and using consultants Organization Development Summary Reflection and focusing questions Chapter 11: DATA COLLECTION AND ASSESSMENT Action Research Employee Surveys The Management Audit Client Surveys Stakeholder Surveys Organizational Performance Data Appreciative Inquiry Reflection and focusing questions Chapter 12: CHANGE INTERVENTIONS Team Building Conflict Management Role Clarification Image Exchange/Intergroup Design Transition Management Large Group interventions Reflection and focusing questions Chapter 13: ADVANCING DIVERSITY, EQUITY, INCLUSION, AND SOCIAL JUSTICE Background Cultural Competence Equity and Social Justice Summary Reflection and focusing questions Chapter 14: QUALITY AND EFFICIENCY IMPROVEMENT PROCESSES Total Quality Management Continuous Quality Improvement Plan Do Study Act Work Flow Analysis Cause and Effect Diagram Lean Transformation Six Sigma Lean Six Sigma Industrial Engineering Summary Reflection and focusing questions Chapter 15: ORGANIZATION REDESIGN Background and definitions Dimensions of Organization Design Organization Design as a Noun Organizational Structure Organizational Processes Criteria for the Redesign of an Organization Organization Design as a Verb Criteria for an Effective Redesign Process A Redesign Model Business Process Reengineering: A Cautionary Tale Summary Reflection and focusing questions Chapter 16: CHANGING ORGANIZATIONAL CULTURE Culture and Climate Defined Characteristics of Effective Cultures Culture Assessment Culture Change Employee Perspectives Tactics for Culture Change Summary Reflection and focusing questions Section 5: Change Methods For Human Service Organizations Chapter 17: IMPROVEMENT METHODS FOR HUMAN SERVICE ORGANIZATIONS Capacity building Assessing Capacity Building Needs Improving Organizational Capacity Best Practices and Benchmarking Evidence-based Practice Implementation and Implementation Science EPIS: Exploration, Adoption/Preparation, Implementation, and Sustainment LOCI: Leadership and Organizational Change for Implementation NIRN: National Implementation Research Network CFIR: Consolidated Framework for Implementation Research Learning Organizations and Knowledge Management Summary Chapter 18: CHANGE MODELS FOR HUMAN SERVICE ORGANIZATIONS Change Models for HSOs The ARC Model The Sanctuary Model Getting to Outcomes Design Team Innovation and Intrapraneurship Cutback management Cutbacks: Content Cutbacks: Process Summary Chapter 19: STAFF-INITIATED ORGANIZATIONAL CHANGE SIOC Models SIOC and Worker Empowerment Pre-assessment Assessment The content of the change The process aspects of the change Preinitiation Initiation Implementation Institutionalization Evaluation Summary Reflection and focusing questions Section 6: Wrap Up Chapter 20: WHERE WE HAVE BEEN AND WHERE YOU MAY GO Where We Have Been A Planned Change Model You as a Change Leader Some Final Thoughts Where do you want to go from here? Reflection and focusing questions APPENDIX 1. Leader Development Plan 2. Management Audit 3. Role Functions Worksheet 4. Responsibility Chart 5. Transition Management: Team Member 6. Transition Management: Team Leader 7. The Organizational Change Tactics Questionnaire 8. Organizational Change Research: Some Challenges and History 9. Evidence for the Model References Index About the Author

Additional information

Sku

GOR013503515

ISBN 13

9780197549995

ISBN 10

0197549993

Title

Organizational Change for the Human Services by Thomas Packard (Professor Emeritus, Professor Emeritus, School of Social Work, San Diego State University)

Author

Thomas Packard (Professor Emeritus, Professor Emeritus, School of Social Work, San Diego State University)

Condition

Used - Very Good

Binding type

Hardback

Publisher

Oxford University Press Inc

Year published

2021-10-12

Number of pages

448

Prizes

N/A

Cover note

Book picture is for illustrative purposes only, actual binding, cover or edition may vary.

Note

This is a used book - there is no escaping the fact it has been read by someone else and it will show signs of wear and previous use. Overall we expect it to be in very good condition, but if you are not entirely satisfied please get in touch with us

Organizational Change for the Human Services Thomas Packard (Professor Emeritus, Professor Emeritus, School of Social Work, San Diego State University)

Organizational Change for the Human Services by Thomas Packard (Professor Emeritus, Professor Emeritus, School of Social Work, San Diego State University)

Organizational Change for the Human Services Summary

Organizational Change for the Human Services by Thomas Packard (Professor Emeritus, Professor Emeritus, School of Social Work, San Diego State University)

Organizational Change for the Human Services Reviews

About Thomas Packard (Professor Emeritus, Professor Emeritus, School of Social Work, San Diego State University)

Table of Contents

Additional information

Customer Reviews - Organizational Change for the Human Services