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. |
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... services, agencies, and projects are funded or ended as a result of decisions reached in groups. Particular targets of ... human service professions find, as their careers progress, that they spend a good deal of time in working groups ...
... human services. In our view, health and human service organizations depend on the working groups ofwhich they are composed for their existence, their development of resources, their allocation of resources, their standards of quality ...
... service delivery organizations, have not received their proper share of attention.A steadily increasing con- cern ... human services in general and major social trends combined to divert attention away from the detailed study of what ...
... human services in our society, and in the effective delivery ofsuch services ... service field (see Ephross, ), particularly by those who have ... human service professions that service delivery and service system issues are ...
... services.This is having a number of effects on organizations, including making race, gender, ethnicity, and age both ... human service organizations. This quality is most plainly seen in overinflated salaries, options, and bonuses paid ...
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 |