GEORGE MASON UNIVERSITY. Department of Social Work. SOCW 685: Organizational Leadership for Social Workers. 3 credits

Transcription

1 GEORGE MASON UNIVERSITY Department of Social Work SOCW 685: Organizational Leadership for Social Workers 3 credits Fall, 2011 Democracy Lane Room 322 Section 001: 7:20pm - 10:00pm Tuesday Halaevalu F.O. Vakalahi, M.S.W., M.Ed., Ph.D Democracy Lane, Suite 300, Fairfax hvakalah@gmu.edu Prerequisites: SOCW 624, SOCW 652, SOCW 658, SOCW 670, SOCW 673 COURSE DESCRIPTION Examines functions and structure of human service organizations in context of service delivery. Development of theoretical knowledge, professional ethics, and skills in leadership, administration, management, organization, and supervision. SOCW 685, Organizational Leadership for Social Workers, Fall 2010

2 MSW PROGRAM GOALS 1. To prepare social workers with knowledge and advanced skills in direct and clinical practice, organizational leadership, social policy, and community practice to enhance social functioning and alleviate poverty, oppression, and injustice. 2. To prepare ethical social work leaders who facilitate positive social change locally, nationally, and internationally/globally through direct and clinical services, advocacy, social action, and community empowerment in diverse social, cultural, and political and organizational contexts. 3. To prepare social workers with appropriate knowledge and skills for practice with culturally diverse colleagues and client systems of all sizes in a variety of professional contexts. 4. To prepare social workers who contribute to the social work profession through continuous professional development and leadership activities that promote competent social work practice. COURSE FORMAT This graduate-level course is designed to prepare students for social work leadership and management/administration in human service delivery systems. It builds upon the human behavior, social policy, social work intervention, and research methods foundation courses. This course provides graduate students with the knowledge and skills for social work leadership and management/administration. This course SOCW 685, Organizational Leadership for Social Workers, Fall

3 examines the organizational aspects of the human service delivery system as it relates to fields of social work. The course focuses on development of leadership as well as supervisory and administrative knowledge and skills necessary for human service organization management, including budgeting, personnel, marketing, and risk management. The course will follow an interactive lecture format (hybrid online and face-to-face sessions) including mini-lectures followed by class discussions and class exercises on leadership and management issues faced by social work administrators. Case studies, media clips, and current internet resources will supplement course materials. PROGRAM COMPETENCIES AND RELEVANT PRACTICE BEHAVIORS Core Competencies (Council on Social Work Education): 1. Identify as a professional social worker and conduct oneself accordingly. 2. Apply social work ethical principles to guide professional practice. 3. Apply critical thinking to inform and communicate professional judgments. 4. Engage diversity and difference in practice. SOCW 685, Organizational Leadership for Social Workers, Fall

4 5. Advance human rights and social and economic justice. 6. Engage in research-informed practice and practice-informed research. 7. Apply knowledge of human behavior and the social environment. 8. Engage in policy practice to advance social and economic wellbeing and to deliver effective social work services. 9. Respond to contexts that shape practice. 10. Engage, assess, intervene, and evaluate with individuals, families, groups, organizations, and communities. Practice Behaviors: Graduate students completing this course will be able to: Model professional values and ethics for humane decisionmaking and problem-solving in leadership, administration, and management [application of National Association of Social Workers Code of Ethics, International Federation of Social Workers/International Association of Schools of Social Work Ethics in Social Work, Statement of Principles] (CC1, 2, 3). Continuously engage in personal reflection and self-correction to assure continuous professional development and knowledge acquisition in leadership, administration, and management (CC1, 2, 3). SOCW 685, Organizational Leadership for Social Workers, Fall

5 Analyze the historical development of leadership theory (CC6). Develop interpersonal and technical skills in leadership, administration, management, and organization (CC8). Develop effective oral and written communication in working with colleagues, across organizations, disciplines, and communities (CC8). Examine the implications of human difference and diversity in shaping organizational life, leadership, supervision, and management (CC4, 5). Examine the extent to which an organization s cultural structures and values may oppress, marginalize, alienate, or create or enhance privilege, power, and human rights (CC4, 5). Develop skills in analyzing accountability, culture, climate, structures, dynamics, and functions of human service organizations (CC6, 10). Develop skills in the use of empowerment and its relationship to organizational factors in social change (CC8, 9). Explain leadership in a human service organization (HSO) environment as the exercise of social influence and authority (CC7, 9). Analyze the critical role of an inclusive team approach in leadership to improve quality of social services (CC7, 9). SOCW 685, Organizational Leadership for Social Workers, Fall

6 Continuously discover, appraise, and attend to changing locales, populations, scientific and technological developments, and emerging societal trends in leading HSO (CC6, 7, 9). REQUIRED READINGS Course Texts: The following text has been ordered through the University Bookstore. They are also available in new or used condition from on-line booksellers, such as Amazon ( Barnes and Noble ( and Books on Campus ( It is the responsibility of graduate students to obtain these books in a timely manner. Any delays or difficulties in obtaining them should be reported to the course instructor as soon as possible. Graduate students may also consider borrowing a copy of these books through a public or university lending library, or consider copurchasing the texts thereby sharing the cost. Brody, R. (2004). Effectively managing human service organizations (3 rd ed.). Thousand Oaks, CA: Sage. ISBN: X. List price, new: $ Coley, S. M., & Scheinberg, C. A. (2008). Proposal writing: Effective SOCW 685, Organizational Leadership for Social Workers, Fall

7 grantsmanship (3 rd ed.). Thousand Oaks, CA: Sage. ISBN: List price, new: $ Articles, Chapters/Books: Claiborne, N. (2004). Presence of social workers in nongovernment organizations. Social Work, 49 (2), Coley, S. M., & Scheinberg, C. A. (2008). Proposal writing: Effective grantsmanship (3 rd ed.). Thousand Oaks, CA: Sage. ISBN: List price, new: $ Durie, M. (2009). Hauora: Everyone s right Health Promotion Forum Symposium. Durkin, E. M. (2002). An organizational analysis of psychosocial and medical services in outpatient drug abuse treatment programs. Social Service Review, 76 (3), Gellis, Z. D. (2001). Social work perceptions of transformational and transactional leadership in health care. Social Work Research, 25, Howard, L. W., & Dougherty, T. W. (2004). Alternative reward strategies and employee reactions. Compensation & Benefits Review, 36 (1), Hyde, C. A. (2004). Multicultural development in human services agencies: Challenges and solutions. Social Work, 49 (1), SOCW 685, Organizational Leadership for Social Workers, Fall

8 Kissane, R. J. (2003). What s need got to do with it? Barriers to use of nonprofit social services. Journal of Sociology & Social Welfare, 30 (2), Lewandowski, C. A. (2003). Organizational factors contributing to worker frustration: The precursor to burnout. Journal of Sociology & Social Welfare, 30 (4), Mizrahi, T., & Berger, C. S. (2001). Effect of a changing health care environment on social work leaders: Obstacles and opportunities in hospital social work. Social Work, 46 (2), Spencer, P. C., & Munch, S. (2003). Client violence toward social workers: The role of management in community mental health programs. Social Work, 48 (4), Wrigley, J., & Dreby, J. (2005). Fatalities and the organization of child care in the United States, American Sociological Review, 70, RECOMMENDED READINGS (access through Blackboard) INSTRUCTOR EXPECTATIONS Exploring issues in organizational leadership requires the ability to tolerate controversy and conflict. There may be materials presented in this class that you may find personally objectionable. You are encouraged to explore how you think and feel about the content as part of an open academic dialogue. The informed use of self is a valued SOCW 685, Organizational Leadership for Social Workers, Fall

9 aspect of the helping professional. Thus, learners must be prepared to engage their thoughts, feelings, and behaviors with an open mind. As learners, we are expected to be self-directed and assume initiative and responsibility for our learning; to rely on empiricism, logic, and evidence in advancing our intellectual development; and to appreciate that learning and evaluation are subjective/reflexive processes that parallel relationship dynamics outside the classroom as well as within. GENERAL COURSE EXPECTATIONS Graduate students are invited to thoroughly explore and reflect on the topics set forth in this course. Preparation for participation and interaction in class exercises is essential in that process. Students are expected to regularly attend classes. Absences from class should be communicated in writing to the instructor in advance, where possible, or as soon as possible thereafter. Participation in classroom discussions and exercises are aspects of the graduate student s overall performance. Graduate students are expected to adhere to the University s academic policies and honor system. Good writing skills are crucial for social workers. Being able to organize thoughts in clear sentences, using proper standard- English, is essential. All written materials submitted in this class will be evaluated on construction, grammar, spelling and usage, as well SOCW 685, Organizational Leadership for Social Workers, Fall

10 as on content. Graduate students are encouraged to make use of the University s Writing Center ( to further develop their writing skills. All papers must be written in American Psychological Association (APA), most current edition, format and style. Graduate students are expected to read and understand the materials in the texts. Lecture material may not parallel the text and is intended to supplement, not substitute for, the required readings. Course Policies The American with Disabilities Act of 1990 provides protection from discrimination for qualified individuals with disabilities. Graduate students who are qualified by the GMU Disability Resource Center and require special accommodations must provide faculty with documentation explaining the required accommodations at the beginning of the semester. "If you are a student with a disability and you need academic accommodations, please see me and contact the Office of Disability Services (ODS) at All academic accommodations must be arranged through the ODS." The policy on internet resources is as follows: In conducting research for an assignment, graduate students are expected to use a combination of library and internet resources. When using an internet source, you must cite the origin of the material. SOCW 685, Organizational Leadership for Social Workers, Fall

11 Cellular phones, beepers, and pagers are to be placed on silent mode or vibration during class time. They are disruptive to other graduate students and to the instructor, and compromise the concentration needed for successful learning. Late Work Under the department s late paper policy, the graduate student is docked a full letter grade if the paper is turned in one week past the class due date. Graduate students who have completed most of the assignments for the course yet do not complete all the course assignments during the fall semester may request an incomplete grade. Such requests are not automatically granted and are subject to the approval of the course instructor. When such requests are granted, however, and the remaining assignments are completed after the end of the fall semester, they will be considered late and will be penalized one full letter grade. A grade of Incomplete (IN) may be assigned due to serious extenuating circumstances leading to a student not being able to take the final exam or complete a major project by the due date. Faculty and student must sign the Incomplete (IN) Grade Agreement Form, which can be obtained in the Department of Social Work Office. The student is expected to complete the assignment(s) by the end of the 9th week of the following academic semester. SOCW 685, Organizational Leadership for Social Workers, Fall

12 Keep a copy of everything you turn in. Written assignments not handed directly to the instructor should be submitted, in person, to administrative staff in the Social Work Department office, 8:30 a.m. - 4:30 p.m. If papers are left in faculty mailboxes or slipped under closed doors, they will not be considered received unless and until they are retrieved by the instructor. TECHNOLOGY Technology needed for this course may include: - Blackboard 9.1 to access Blog for one-to-all statements, Discussion and weekly class conversations, Assignment tool, and Exam tool; - Explorer or Firefox for access to media clips, youtube; - Real Player for access to videocasts; - Media Player; - Quicktime; - Adobe Reader for PDF files; - Powerpoint for access to Lectures. NETIQUETTE Our discussion goal is to be collaborative, not combative; you are creating a learning environment, sharing information and learning from one another a learning community. SOCW 685, Organizational Leadership for Social Workers, Fall

13 Respectful communication is important to your success in this course and as a professional. Please re-read your responses carefully before you post them so others will not to take them out of context or as personal attacks. Be positive to others and diplomatic with your words and I will try my best to do the same. Be careful when using sarcasm and humor. Without face-to-face communications your joke may be viewed as criticism. Experience shows that even an innocent remark in the online environment can be easily misconstrued (Source: Dr. Charlene Douglas, Associate Professor, CHHS). EVALUATION AND GRADING (Details accessed through Blackboard) Assignment Percentage Due Date Participation 25 Weekly Leadership Portfolio (Individual) 25 11/1 Organizational Portfolio (Team) 35 11/29 Oral Presentation (Team) 15 12/6 SOCW 685, Organizational Leadership for Social Workers, Fall

14 Graded written assignments will be returned to graduate students within two weeks of the date they are submitted, unless otherwise specified by the instructor. Grading Scale A+ (100) B+ (89-87) A (99-95) B (86-83) A- (94-90) B- (82-80) C (79-75) F (74 & below) According to GMU Policy, the minimum passing grade for graduate courses is B-. COURSE SCHEDULE The following topics, schedule, calendar, and assignment due dates are subject to change. Any changes will be announced in class, and it is your responsibility to monitor and adhere to any such changes. * Session 1: Face T 8/30 I: Course Preview and Introduction to Organizational Leadership Professional Ethical Foundation (i.e., NASW, IFSW) Leadership SOCW 685, Organizational Leadership for Social Workers, Fall

15 Administration and Management Organization/Human Service Organization (HSO) Graduate-level social workers soon find themselves in leadership positions within human service organizations. They are expected to lead, manage, and contribute to the functioning of the organization. The first session provides an overview of leadership and organization referencing basic concepts of the course. A key distinction is that of leadership and administration/management; positional and situational leadership. Although some people use the terms interchangeably they have differing meanings and differing roles. Readings: None * Session 2: Face T 9/6 and Session 3: Online T 9/13 II: Leading and Changing Human Service Organizations Leadership Styles Ethical and Moral Leadership, Servant Leadership, Transformational and Transactional Leadership Organizational Change and Systems Transformation Leadership and Change Management Managers and Political Activities SOCW 685, Organizational Leadership for Social Workers, Fall

16 Leadership has intrigued and puzzled people over the centuries. One way of understanding leadership is to examine selected conceptualization and theories of leadership. These sessions explicate conceptual approaches to leadership guided by professional values and ethics. An ideal which is not always realized is to use transformative leadership processes as a way of promoting social change. Readings: Brody text, Chapter 1, Leading the organization, pp Gellis, Z. D. (2001). Social work perceptions of transformational and transactional leadership in health care. Social Work Research, 25, Session 4: Online T 9/20 III: The Environments of Human Service Organizations External Environment Internal Environment Analysis of Environmental Trends Relationships Between External and Internal Environments Inter-organizational Environment SOCW 685, Organizational Leadership for Social Workers, Fall

17 Organizational Culture Stakeholders Public Relations Global and International Perspectives Social and Economic Justice Open systems theory and the ecological perspective combined to form the contemporary ecosystems perspective of social work. HSOs exist within a larger social environment. The human service organization is placed within the context of larger social systems. It is influenced both by other organizations and a range of economic, political, and social factors. Readings: Durkin, E. M. (2002). An organizational analysis of psychosocial and medical services in outpatient drug abuse treatment programs. Social Service Review, 76 (3), Mizrahi, T., & Berger, C. S. (2001). Effect of a changing health care environment on social work leaders: Obstacles and opportunities in hospital social work. Social Work, 46 (2), * Session 5: Online T 9/27 IV: Functions of Human Service Management SOCW 685, Organizational Leadership for Social Workers, Fall

18 Strategic Planning Policy Development Designing the Program Specification of Objectives Management by Objectives Risk Management Graduate-level social workers often function as agency and program directors. The chief executive officer s relationship with the board of directors is crucial. Board job design and redesign, roles, functions, committees, meetings, officers, and leadership how successful the agency is in meetings its goals. This session emphasizes policy and program development as key leadership functions in human service organizations. Readings: Brody text, Chapter 2, Strategic planning, pp Brody text, Chapter 3, Designing and developing consumer oriented programs, pp Claiborne, N. (2004). Presence of social workers in nongovernment organizations. Social Work, 49 (2), * SOCW 685, Organizational Leadership for Social Workers, Fall

19 Session 6: Face T 10/4 V: Organizational Design Key Organizational Processes Criteria for Design Linking and Coordinating Mechanisms Organizational Charts Rights, Requests, and Responsibilities of Staff and Clients Serving Populations-at-Risk HSOs have structures and they exist in time and space. In addition to being created, HSOs and their subsystems are rebuilt and reorganized if they are to remain vital and effective. This session is devoted to methods of analyzing HSOs for the purposes of consultation and assessment. Readings: Kissane, R. J. (2003). What s need got to do with it? Barriers to use of nonprofit social services. Journal of Sociology & Social Welfare, 30 (2), Wrigley, J., & Dreby, J. (2005). Fatalities and the organization of child care in the United States, American Sociological Review, 70, SOCW 685, Organizational Leadership for Social Workers, Fall

20 Networking Event * Session 7: T 10/11 Holiday * Session 8: Online T 10/18 VI: Developing and Managing Human Resources Hiring Practices Staff Training Performance Appraisal Empowerment Valuing Diversity Racial, Ethnic and Cultural Issues Organizational Features of Ethnicity and Help-Seeking Social Conflict Volunteer Management and Participation Human relations theories of organizations emphasize the interpersonal aspects of the work environment. One major area of responsibility for those in leadership position within organizations is working with supervisees and employees. This session is devoted to a discussion of SOCW 685, Organizational Leadership for Social Workers, Fall

21 diversity, and the issues and practices of contemporary human resource management. Conflict resolution and problem-solving are discussed. Readings: Brody text, Chapter 7, Finding and keeping productive employees, pp Howard, L. W., & Dougherty, T. W. (2004). Alternative reward strategies and employee reactions. Compensation & Benefits Review, 36 (1), Hyde, C. A. (2004). Multicultural development in human services agencies: Challenges and solutions. Social Work, 49 (1), Lewandowski, C. A. (2003). Organizational factors contributing to worker frustration: The precursor to burnout. Journal of Sociology & Social Welfare, 30 (4), * Session 9: Online T 10/25 and Session 10: Face T 11/1 VII: Building Supervisory Relationships Leadership Models in Supervision Participative Decision-Making Styles of Supervision Supervision Process SOCW 685, Organizational Leadership for Social Workers, Fall

22 Motivation Supervision as Empowerment Supervision Challenges Supervisory Dyads and Groups The social work profession has a long history of using supervision. Although supervision is usually thought of as clinical supervision, other types of supervision, which serve educational, administrative, and supportive functions are especially valuable. This session presents social work supervision within a historical perspective of the development of the profession, and elaborates on supervision as a human relations, performance appraisal, and ethical decision-making process. Readings: Brody text, Chapter 10, Supervising staff, pp Spencer, P. C., & Munch, S. (2003). Client violence toward social workers: The role of management in community mental health programs. Social Work, 48 (4), Due: Leadership Portfolio (11/1) * Session 11: Online T 11/8 and Session 12: Face T 11/15 and Session 13: Online T 11/22 SOCW 685, Organizational Leadership for Social Workers, Fall

23 VIII: Seeking Resources and Managing Finances to Meet Program Goals Budgeting Marketing Fund Raising Finding and Managing Funding Sources Grant Seeking Grant Writing Issues of Ethical decision making, Philanthropies, Social entrepreneurs, Capacity building, Human capital Human service organizations continue to seek funds to operate their programs and meet their goals. Social work leaders in organizations are often expected to be effective fundraisers. These sessions are devoted to methods of identifying and meeting the resource needs of human service organizations, and the art of raising funds through grantsmanship. Readings: Brody text, Chapter 12, Managing agency finances, pp Brody text, Chapter 13, Strategic resource development I, pp SOCW 685, Organizational Leadership for Social Workers, Fall

24 Brody text, Chapter 14, Strategic resource development II, pp * Session 14: Online T 11/29 and Session 15: Face T 12/6 IX: Review of Organizational Leadership Traditionally, the behavioral sciences focused upon pathology and deficit models. Now, they are increasingly considering how to promote wellbeing and enhance existing capabilities and competencies. The class considers the next decade of organizational leadership in the social services. Contemporary organizational theory development includes positive organizational scholarship. The emotional life of organizations is linked to the strengths-based model of social work. Due: Organizational Portfolio (11/29) Due: Presentation (12/6) RUBRICS (access through Blackboard) SOCW 685, Organizational Leadership for Social Workers, Fall