SOWK 648 MACRO PRACTICE FOR SOCIAL SERVICES AND ADMINISTRATION. Fall 2009

Transcription

1 University of Southern California School of Social Work SOWK 648 MACRO PRACTICE FOR SOCIAL SERVICES AND ADMINISTRATION Fall 2009 Instructor: Ramon M. Salcido D.S.W. Office: MRF 343 Telephone: (213) Office Hours: 4:00-5:00, & by Appointment Fax: (213) COURSE DESCRIPTION This is the first semester concentration macro practice course for students selecting the Community Organization Planning and Administration Concentration. The course is designed to provide advance theories on management and organizations emphasizing evidence based knowledge for effective macro practice in urban social work agencies. Students are exposed to management theories, evidence based models, financial approaches and research articles that focus on the different arenas of macro-practice. Students will be attending a two day Immersion Workshop to receive instruction on evidence- based macro practice, best practices and using research for planning macro practice intervention. Building on the content of the first year SW 534 (Policy Practice in Social Service Organization) course, this course links horizontally with SW 639 (Social Policy & Politics of Reform) course, SW 629 (Evaluation Of Research) course and the SW 611 (Leadership in the Social Work Profession and Organizations) course. This course examines theories on the roles, functions and responsibilities of social services managers, including supervisors, community organizers and project planners working in urban social work agencies. Particular attention is focused toward working with a culturally diverse workforce and community groups experiencing severe social problems, so that services can be provided justly, efficiently and effectively. Topics to be covered include: evidence based macro practices; management and organization practice; finance; leadership analysis; gender, cultural and ethnic issues in resource development; and managing and designing services in a complex urban setting.

2 COURSE OBJECTIVES By the end of this course students will be able to: 1. Apply the purposes, values and ethics of advance management practice. 2. Utilize research findings, Evidence Based Practice reports and financial data as empirical sources for developing management processes in social work settings. 3. Develop knowledge of advance management and planning methods of practice in social work settings and be able to apply strategies for agency advantage and effectiveness. 4. Demonstrate the capacity to analyze social work agencies using comparative organizational theories as it affects social work agencies, unit of services, clients and community. 5. Critically analyze financial statements, budgets and financial reports; and be able to develop financial strategies for agency financial improvement. 6. Analyze management styles of managers, staff and board members using the leadership grid and other management approaches to assess effectiveness of operations in domestic and international social work agencies. 7. Demonstrate cultural competence as a form of management practice and as it relates to equity and diversity in the workplace and for developing competent services for at risk urban populations in Southern California. COURSE FORMAT Class format will be varied both within sessions and throughout the semester using lecture, in-class exercises, and class discussions of course material. Course content will be covered through reading, applying examples from field agencies, and discussing management practices in government departments and social work agencies. Small and large group inclass activities will be used to provide classroom application of methods and concepts. Sessions concerning finance application and leadership analysis will be introduced in a lab type setting to provide hands-on experience. In addition, the class format will bring in and relate the student s field learning with assigned course readings and classroom lectures. Readings are assigned for each class session and students are expected to read before class. COURSE EVALUATION AND GRADING All students are expected to regularly attend class and be on time. A student with more than two unexcused absences during the course of this seminar may receive no credit. A student

3 who is tardy three or more times to class may receive a grade of no credit. If a student receives a no credit grade in course, they will be required to repeat this seminar. Course grades will be based on the following: 1. Class Participation including Immersion assignment #1 (10%) 2. Individual Assignment Paper # 1 (10%) 3. Midterm In House Exam (40%) 4. Final Take Home Cumulative Exam (40%) Class participation. (10%) Class participation is conceptualized as the active engagement by students in class discussions, exercises, group learning and includes participation for the 28 th August COPA Immersion session. Individual Assignment Paper #1 Guidelines (10%) The assignment is a brief paper providing beginning material upon which the student studies the management strategies. This assignment is an outcome measure of objectives 3 and 4. Students will describe the organization in which they are completing their field placements as well as services provided in the community. The students should attempt to interview staff, obtain documents, and any web-based information if available. 1. The organization s mission. 2. Using the readings, describe the management style and roles of key management 3. Explain the strategies used by the organization. 4. Conduct a SWOT analysis of your agency. 5. Develop a general strategy for acquiring and developing competitive advantage and rationale. The paper should no more than 4-6 double spaced pages with documentation supplied in the appendix. The assignment is given a grade and the paper is due on September 24th. Each instructor will use either a grade or high pass, pass, or no pass grade. High pass is where the paper meets above level standards such as complete analysis, appropriate content & writing and integration of the readings. The pass grade is that the student has meet the requirements but needs more information, integrations of readings and analysis. A no pass indicates the students has not completed the appropriate work nor has done the assignment. In House Midterm Exam (40%) The midterm will be given on October 15th. The midterm enables students to analyze and apply concepts and content from the readings, class lectures and discussions. The examination will take approximately 2 hours 40 minutes. The in-house exam will cover management, strategies, finance content and finance problems. The exam will take the form of objective questions, definitions, essays and finance problems. A letter grade and score will

4 be used for the mid-term. The exam is an outcome measure relating to course objectives # 2,# 3, and #5. Final Exam (40%) The final course exam will be cumulative and will be given before Thanks Giving holiday and will be due Wednesday December 9th. The purpose of the exam is to apply all of the course content related to objectives 1-7. The final will allow students to conceptualize and integrate most concepts including management and organization practices; strategies, finance, and leadership. Most of the exam will be on organizational and leadership analysis.. A letter grade and score will be used for the final. The paper is an outcome measure of all of the objectives but with emphasis on #4, #5,#6 and #7. ATTENDENCE POLICY Students are expected to attend all sessions of all classes and COPA Immersion. This policy exists because the social work program is one of professional preparation. In addition to acquiring theoretical knowledge, students are expected to acquire professional values, to integrate knowledge from a range of courses, to develop professional skills and be socialized into the profession. The faculty of this School of Social Work is convinced that this cannot be accomplished through independent study alone. University of Southern California policy permits students to be excused from class, without penalty, for the observance of religious holy days. This policy also covers scheduled final examinations which conflict with students observance of a holy day. Students must make arrangements in advance to complete class work, which will be missed, or to reschedule an examination, due to the observance of religious holy days. COURSE EXPECTATIONS AND GUIDELINES It is expected that students will attend class and complete course reading, homework assignments, and participate in discussions of class topics. Students are responsible for all readings and homework assignments. Students will be expected to bring in material and experiences from their field placements as it pertains to class, topics, and homework assignments. In order to obtain optimal benefit for your development as competent and skilled professionals, you will need to take responsibility for keeping up with course readings and actively participate in class exercises. Your adoption of the active learner stance should enable you to raise issues, pose analytical questions and present innovative ideas. Members of the faculty of the School Of Social Work are convinced that this cannot be accomplished by independent study alone. Thus, students are expected to attend every class, and to remain in class for the duration of the session. Failure to attend class or arriving late

5 may impact your ability to achieve course objectives which could affect your course grade. Students are expected to notify instructor by telephone or of any anticipated absence or reason for tardiness. TEXT: Chapters In Course Reader Lewis. J.A., Packard T., M.D. Lewis. (2007). Management of Human Service Programs. (4 th Edition). Thomson, Brooks/Cole: USA. Bolman, L.G. & T.E. Deal (2003). Reframing Organizations: Artistry, Choice, and Leadership. Jossey-Bass. Blake R.R., & McCanse A.A. (1997). Leadership Dilemmas: Grid Solutions. Gulf Publishing Co: Houston Texas Martin, L.L. (2001). Financial Management for Human Service Administrators. Boston, Mass: Allyn & Bacon. A course reader of supplemental articles is available at Magic Machine University Graphics located at the University Village, 3309 S. Hoover, Los Angeles. The owner s name is Jerry and phone number is ACADEMIC ACCOMMODATIONS Any student requesting academic accommodations based on a disability is required to register with Disability Services and Programs (DSP) each semester. A letter of verification for approved accommodations can be obtained from DSP. Please be sure the letter is delivered to the instructor as early in the semester as possible. DSP is located in STU 301 and is open from 8:30 a.m. to 5:00 p.m., Monday through Friday. The phone number for DSP is (213)

6 COURSE OUTLINE AND READING ASSIGNMENTS Session 1 (August 27) Macro Practice: Mangement, Roles & Functions.Evidence- Based Macro Practice. This session will address Course Objective #2 & #3. Lewis et al. (2007). Management of Human Service Programs. Thompson, Brooks & Cole: USA. Ch. 1: Facing the Challenges of Management. Session 2 (August 28 th ) Immersion. Macro Practice: Management, Roles & Ethics This session will address Course Objective #1 & #2. Patti, J.R. (2000). The Handbook of Social Welfare Management. Thousand Oaks: Sage Publication, Inc. Ch: 12 What Managers Do and Why They Do It. Gambril, Eileen (2006). Evidence-Informed Macro Practice Challenges and Opportunities. Paper presented at 2006 ACOSA Symposium, Council on Social Work Eduation, Annual Program Meeting, February 19 th, Chicago Illinois. Research Article (Case Study). Salcido, R.M. et al (2002). A Neighborhood Watch Program for Inner-City School Children. Children & Schools. School Social Work. Vol 24. No. 3. Session 3 (Sept 3) Macro Practice: Roles, Social Planning and Strategic Management This session will address Course Objective #2 & #3. Edwards, R.L.L. Yankey, J.A. & Alpeter, M.A. (1998). Skills for Effective Management of Nonprofit Organizations. NASW Press: Washington D.C..

7 Ch 1: Managing Effectively in an Environment of Competing Values. Lewis et al. (2007). Management of Human Service Programs. Thomson, Brooks & Cole:USA. Ch. 3 Planning And Program Design. Session 4 (Sept. 10 th ) Macro Practice: Strategic Planning and SWOT Analysis. This session will address Course Objective # 3. Steiss, W.A. (2000). Strategic Management for Public and Nonprofit Organizations. New York: Marcel Decker Inc. Ch. 1: Strategic Management. Ch. 3: Strategic Planning Mission, Vision, Goals, and Objectives. Ch. 4: SWOT Analysis Research Article Exploratory (Strategic Management). M. Golensky & G.A. Mulder (2006). Coping in a Constrained Economy: Survival Strategies of Nonprofit Human Service Organizations. Administration in Social Work, Vol 30 (3). P Session 5 (Sept. 17th ) Macro-Practice: A Financial Approach. This session will address Course Objective # 5. Martin L.L. (2003). Financial Management. Allyn & Bacon: Boston Mass. Ch. 1 The Importance of Financial Management. Ch. 2. Programs, Program Structures, and Responsibility Centers. Session 6 (Sep. 24th) Macro Practice: A Financial Approach. This session will address Course Objective #5 Agency Assessment Paper Due. Martin L.L. (2003). Financial Managemetn. Allyn & Bacon: Boston Mass. Ch 3. Understanding Financial Statements. (Statements of Activities) Session 7 (Oct 1) Macro-Practice: Finance Methods This session will address Course Objective #5 Martin, L.L. (2001). Financial Management for Human Service Administrators. Boston, Mass: Allyn & Bacon

8 Ch. 3: Understanding Financial Statements. Ch. 5. Financial Analysis. Session 8 (Oct 8) Macro-Practice: Budgeting.. This session will address Course Objective # 5. Martin, L.L. (2001). Financial Management for Human Service Administrators. Boston, Mass: Allyn & Bacon. Ch. 7 Budgeting and Budgeting Systems. Recommended: Lewis J.A., Packard A. M.D. Lewis. (2007). Management Of Human Service Programs. Ch. 8 Managing Finances to Meet Program Goals. Session 9 (Oct.15th) Macro-practice: More Budgets & Organizational AnalysisThis session will address Course Objective # 4, & #5. Martin, L.L. (2001). Financial Management for Human Service Administration. Boston, Mass: Allyn & Bacon. Ch. 7 Budgeting and Budgeting Systems Bolman L.G. & Deal T.E. (2003). Reframing Organizations: Artistry, Choice and Leadership. Jossey-Bass Inc. San Francisco CA. Ch. 4. Structure & Restructuring. Session 10 (Oct.22 ) In House Mid-term Exam. Session 11 (Oct. 29 th ) Macro-practice: Organizational Analysis. This session will address Course Objective # 4. Bolman L.G. & Deal T.E. (2003). Reframing Organizations: Artistry, Choice and Leadership. Jossey-BassInc: San Francisco CA. Ch. 4. Structure & Restructuring. Ch. 6. Human Resource Frame Ch. 7. Power, Conflict and Coalitions Recommended. Lewis.J.A.; Packard.A. & MD Lewis. (2007) Management of Human Service Programs.

9 Ch. 4. Organizational Theory For Human Service Organizations. Ch. 6. Developing and Managing Human Resources. Research Article: Exploratory Study using Qualitative Methods. Schneiderman J. U.( 2005). The Child Welfare System Through The Eyes Of Public Health Nurses. Public Health Nursing. Vol 22 No 4, Session 12 (Nov. 5th) Macro-Practice: Leadership. This session will address Course Objective#6 &#7. Blake, R.R. & A.A. McCanse. (1997). Leaderhips Dilemmas-Grid Solutions. Houston Tex: Gulf Publishing Co. Ch. 1: Leadership Dynamics: How to Transform Resources Into Results. Ch. 2: The Grid: A Framework for Understanding Leadership Style. Ch. 3: 9,1: Nice Guys Finis Last. Lewis, A.J,T.R., Packard & M.D. Lewis. (2007). Management of Human Service Programs. Thomson, Brooks/Cole: USA Ch. 7: Building Supervisory Relationships. Session 13 (Nov 12th) Macro-Practice: Leadership & Supervision This session will address Course Objective #4 & #6. Blake, R.R. & A.A. Mc Canse. (1997). Leadership Dilemmas-Grid Solutions. Houston Tex: Gulf Publishing Co. Ch. 4: 1.9: Don t Worry Be Happy. Ch. 6: 1,1: Sorry But Its Not My Problem. Ch. 7: 5,5: I Can Live with That. Session 14 ( Nov.19th) Macro-Practice: Organizational Culture and Leadership This session will address Course Objective #6 & #7. Blake, R.R & A.A. McCanse. (1997). Leadership Dilemmas-Grid Solutions. Houston Tex: Gulf Publishing Co. Ch. 5: 9+9: Getting People to Worship the Ground You Walk On. Ch. 8: All. What s In It For Me. Research Article (Mixed Methods Study): assessing coalition leadership.

10 Mizrahi T., & Rosenthal B.B. (2001). Complexities of Coalition Building: Leaders Successes, Strategies, Struggles, and Solutions. Social Work. Vol 46, No FINAL TAKE HOME: To be distributed during Thanks Giving Week. NO CLASS November 26 th. Session 15(Dec. 3rd) Macro-Practice: Assessing Leadership, Diversity & Course Evaluation. This session will address Course Objective #1, #6#7 Blake, R.R. & A.A. McCanse. (1997). Leadership Dilemmas-Grid Solutions. Houston Tex: Gulf Publishing Co. Ch. 9. 9,9: All for One and One for All. Research Article (Descriptive Case Study): use of a diversity assessment tool. Hyde C.A. & Hopkins (2004). Diversity Climates in Human Service Agencies: An Exploratory Assessment. Journal of Ethnic & Cultural Diversity in Social Work. Vol 13 (2). pp , Take Home Final Exam due Wednesday 9 th of December. This exam will address most Course Objectives but with more emphasis on #5#6 & #7.