Groups That Work: Structure and ProcessSocial workers, planners, health professionals, and human-service administrators spend much of their time in meetings, working in and with groups. What meaning does participation in these groups have for members? Some of the events that are most important for members of the various professions, and those whom they serve, take place within these groups. Health and human services depend upon their working groups for their development and allocation of resources, their standards of quality, and the evaluation of their success or failure. In short, these groups are relied upon to come up with creative solutions to complex problems. |
From inside the book
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... consider them as interactional and transactional associations of small groups. In the beginning of the twenty-first century and for the foreseeable future, our vision is that the small group in large and small organizations and ...
... consider in this book only those that are part of organizations connected with the delivery of health and human services. Working groups are very much affected by and affect the processes of social change.Various writers have pointed ...
... consider social group work as a part of social work, and the AAGW was one of the organizations that formed the National Association of Social Workers in .The group dynamics idea grew to span boundaries, as it still does, among ...
... consider: . What is expected of the members? Questions that arise commonly involve representation, the personal responsibilities of membership, membership as commitment, a sense of outcomes, and the time and length of meetings. In ...
... with due regard for all the city's elderly citizens. Among the major issues to consider about example A are: . To what extent will the task force of twenty-two frames of reference for understanding work groups.
Contents
1 | |
12 | |
3 Toward a Model of Working Groups | 27 |
4 The Democratic Microcosm
| 43 |
Benchmarks and Guideposts
| 53 |
6 Leadership in Working Groups
| 68 |
7 Leadership and Contexts
| 87 |
8 Problem Solving and Decision Making
| 97 |
11 Organizational Settings and Styles | 141 |
12 Technologies for Group Maintenance Operation
and Productivity | 160 |
13 Recurring Problems in Groups and Suggested
Staff Responses | 183 |
14 Perspectives for Professional Practice
with Working Groups | 195 |
Population of SelfDescriptive QSort Statements | 209 |
Notes
| 215 |
Bibliography
| 217 |
Index
| 229 |