ILLINOIS STATE UNIVERSITYCOURSE: Social Work 455

ILLINOIS STATE UNIVERSITYCOURSE: Social Work 455,

Tuesdays 5:30-8:20 Fairchild

SCHOOL OF SOCIAL WORKINSTRUCTOR: Wehrmann

Fall 2015OFFICE: Rachel Cooper

OFFICE HOURS: Tuesday 2-4PM,

and by appointment

OFFICE PHONE (309) 438-5903

E-MAIL:

AGENCY ADMINISTRATION AND PROGRAM PLANNING

CATALOGUE DESCRIPTION

Examines organizational theory and skills, leadership and human relational skills needed in hierarchical settings for effective social service delivery systems within social welfare agencies.

COURSE DESCRIPTION

This course is designed to introduce students to human service organizational administration and program planning. Insight into the complexity of human service organizations and the necessary organizational knowledge, and management and leadership skills for effective delivery of social services within the community will be provided through involvement with a local human service organization.

Specific topics include communication patterns, resource management, leadership, human diversity, conflict resolution, program development, and program evaluation. Integration of social administration and program development into the students’ knowledge base is approached through experiential learning components that require collaboration with personnel in a local human service organization for satisfactory completion of assignments.

The course will be conducted using an interactive learning format. The instructor will use lecture/discussion methods to deliver the content of the course, and will provide small group and experiential learning opportunities in and out of class. In addition, and guest lecturers will be used.

RELATIONSHIP TO OTHER COURSES

Agency administration and program planning is an elective course that is designed to broaden students’ knowledge of administration and management of human service organizations. The course builds on basic concepts learned in Social Work 425 (Interventions with families) and Social Work 435 (Child and Family Policy). More specifically, this course examines client service delivery and policy from a program planning and administration lens.

GOALS FOR STUDENT LEARNING

The overall goals for this course are to:

1.Increase students’ understanding of organizational theories, management methods and program planning skills within human service organizations.

2.Increase students’ understanding of the complexity of human service organizations within local communities, state, and federal structures.

3.Increase students’ awareness of program design and evaluation for effective and accountable human service management.

4.Increase students’ leadership skills as they relate to managerial and supervisory roles within human service organizations.

5.Develop students’ skills in negotiating program planning and implementation within the political contexts of human service agencies, communities and states.

6.Develop students’ critical thinking skills as they related to issues of human diversity issues within the workplace.

7.Improve students’ abilities to integrate organization knowledge and management skill for application to human service organizations.

8.Enhance students’ awareness of professional value conflicts within social service agencies, and to explore creative resolutions of value and ethical conflicts.

LEARNING OBJECTIVES

Upon completion of this course, students will have achieved the following learning objectives.

1. Articulate issues surrounding the debate about educational preparation for social service administration.
2. Describe the complexity of social service organizations and the many theories to explain them.
3. Describe the role of power in social service organizations.
4. Obtain a knowledge base for developing effective social service programs.

1. Develop knowledge and skills in negotiating program planning and implementation within the political context of inter-organizational systems.
2. Describe different leadership and management styles.
3. Understand supervision roles and functions within a social service organization.
4. Develop skills to identify and manage inequities, civil liberties and human diversity issues in the workplace.
5. Understand program planning as it specifically relates to client needs.
6. Develop awareness of the role of program evaluation in social service organizations.
7. Understand how to develop cost-effective social service programs.
8. Understand the dynamic, changing, and reactive nature of social service organizations.
9. Describe the ethical obligations of leaders in social service administrations.

REQUIRED READINGS

Weinbach R. W. and Taylor, L. M. (2011) The social worker as manager: A practical guide to success. Boston, MA: Allyn & Bacon

Additional readings from the professional literature will be assigned over the course of the semester.

EXPECTATIONS OF STUDENTS

Students are expected to complete all required readings (see course schedule) prior to the class in which the readings are assigned. The readings are intended to provide students with a basis for understanding the designated topic for each week, and should be prepared to participate in class discussion based on the readings.

In addition to the required readings, students are expected to read independently. The instructor will be making additional readings available through the BlackBoard site for this course. Students will be expected to use BlackBoard for submission of assignments and to obtain additional resources that they instructor makes available for the course.

Any student needing to arrange a reasonable accommodation for a documented disability should contact Disability Concerns at 350 Fell Hall 438-5853 (voice), 438-8620 (TDD).

ASSIGNMENTS

Class Presentations (20%)

Each member of the class will be responsible for presenting a chapter reading for class sessions. This will include development of a handout for distribution to the class, presentation of chapter with emphasis on the key points, (PowerPoints may be used but are not required.) (Due throughout the semester—dates to be determined at first class meeting.)

Book Review (25%)

Each member of the class will be responsible for selecting, reading and reviewing a book on leadership or other aspect of administration and management. The book review will consist of a 3-5 pages that identify the key points or themes presented in the book, what the reader considered most significant and how they might apply it to their practice. In addition, the reviewer will also indicate whether they would recommend the book along with a rationale for their recommendation. (Due: ,2015)

Final Reflection Paper (30%)

Each member of the class will prepare a 10-12 page paper focused on what they have learned over the course of semester about the topics of leadership, administration and program planning. The instructor will be looking for integration of the material discussed over the course of the semester. A major aspect of that members will need to focus on is how they will use what they have learned in their current and future careers. (Due: ,2015)

Participation (25%)

Each member is expected to participate fully in the class meetings by having read the assigned material and being prepared for discussion. Missing more than 2 class meetings will result in a lowering of one letter grade. The instructor will be also placing emphasis on participation in discussions with the guest speakers that have been specially selected for the course. (Ongoing throughout the semester.)

GRADING

Final grades will be determined by their participation in classroom activities, and performance on written and oral assignments inside and outside the classroom throughout the semester. Grades will be assigned according to the following scale:

A = 90-100%

B = 80-89.5%

C = 70-79.5%

D = 60-69.5%

F = <60%

COURSE SCHEDULE

BIBLIOGRAPHY AND FURTHER READINGS

Albert, S. (1988). Eight steps to productive committees. Nonprofit World, 4, 24-25.

Alexander Hamilton Institute, Inc. (1991). Conducting successful appraisal interviews. Maywood, NJ: Author.

Alexander Hamilton Institute, Inc. (1991). A manager’s guide to creating a drug and alcohol free workplace. Maywood, NJ: Author.

Alexander Hamilton Institute, Inc. (1991). What every manager must know to prevent sexual harassment. Maywood, NJ: author.

Barton, G. M. (1990). Manage words effectively. Personnel Journal, 132-40.

Beer, M., Eisenstat, R. A., & Spector, B. (1990). Why change programs don’t produce change. Harvard Business Review, 6, 158-166.

Carl, J., & Stokes, G. (1991). Seven keys to an excellent organization: Fostering innovation and respect. Nonprofit World, 5, 18-26.

Colon, E. (1996). Program design and planning strategies in the delivery of culturally competent mental health prevention and treatment services to Latino communities.Journal of multicultural social work,4, 85-92.

Drucker, P., (1990). Managing the nonprofit organization. New York: Harper Collins.

Epsy, S. N. (1989). Putting your plan into action.Nonprofit World, 1, 27-28.

Etzioni, A. (1968). The active society: A theory of society and political processes. New York: Free Press.

Garner, L. H., Jr. (1989). Leadership in human services: How to articulate a vision to achieve results. San Francisco: Jossey-Bass.

Gaylin, D. H. (1990, Summer). Break down barriers by communicating your company’s strategy. The Human Resource Professional, pp. 20-21.

Geber, B. (1990, July). Managing diversity.Training, pp. 23-30.

Goering, S. A. (1990, August 21). Steps can protect company from ex-employee lawsuits (Cleveland, OH) The Plain Dealer, p. F2.

Haller, M. C. (1989, July/August). The new balancing act: Variable but equitable pay. Human Resources Professional, pp. 27-36.

Henderson, R. I. (1989). Compensation management: Rewarding performance. Englewood Cliffs, NJ: Prentice Hall.

Herman, R. E. (1990). Keeping good people: Strategies for solving the dilemma of the decade. Cleveland, OH: Oakhill.

Howard, R. (1990). Values make the company: An interview with Robert Haas. Harvard Business Review, 5, 133-143.

Kaplan, M. L. (1990). Labor of love: The joys and stresses of nonprofit management. Nonprofit World, 3, 26-28.

Kettner, P. M., Moroney, R. M., & Martin, L. L. (1990).Designing and managing programs. Newbury Park, CA: Sage.

Lloyd, K. L. (1991). Sexual harassment: How to keep your company out of court. New York: Panel Publishers.

Maclean, B. P. (1990). Value added pay beats traditional merit programs. Personnel Journal, 9, 46-52.

Moon, F. (1990, September). Step on of strategic planning: Discover your organization, inventory your resources, and identify issues. Management Issues, KPMG Peat Marwick, pp. 1-3.

Moon, F. (1990, November). The annual operating plan: Converting long-term strategies to achievable tasks. Management Issues, KPMG Peat Marwick, pp. 1-4.

National Institute of Business Management, Inc. (1991).Fire at will: Terminating your employees legally. New York: Author.

National Leadership Coalition on AIDS (1991).Small business and AIDS: How AIDS can affect your business. New York: Author.

Nelsen, W. C. (1991). Incentive based management for nonprofit organizations. Nonprofit Management and Leadership, 1, 59-68.

Parmadale Children’s Village. (1991). Value Statement, Parma, OH: Author.

Petrock, F. (1991).Corporate culture and productivity.Nonprofit Management Strategies, 7, 13-14.

Renauer, A. M. (1990, April). A trained facilitator can be instrumental in successful strategic planning. Management Issues, KPMG Peat Marwick, pp. 2-3.

Sandroff, R. (1992, June). Sexual harassment: The inside story. Working Woman, pp. 47-51.

Schaef, A. W., & Fassel, D. (1990).The Addictive Organization. San Francisco: Harper & Row.

Shepherd, J. S. (1990). Manage the 5 c’s of stress. Personnel Journal, 7, 64-69.

Solomon, C. M. (1990).From affirmative action to affirming diversity.Harvard Business Review, 2, 107-117.

Stayer, R. (1990). How I learned to let my workers lead. Harvard Business Review, 6, 66-83.

Swain, R. L. (1989, September/October). 66 ways to avoid trouble when terminating the long-termer.The Human Resources Professional, pp. 28-31.

Thomas, R. R. (1991). Beyond race and gender: Unleashing the power of your total workforce by managing diversity. New York: AMACOM.

Tjosvold, D. (1991). The conflict-positive organization. Reading, MA: Addison-Wesley.

Townsend, R. (1970). Up the organization. New York: Fawcett.