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
Results 1-5 of 87
... Leadership Theory: Benchmarks and Guideposts . Leadership in Working Groups . Leadership and Contexts . Problem Solving and Decision Making . Stages/Phases ofGroup Development Teams and Team Building ...
... leadership, increase the number of cases with analyses, and rework material on boards of directors and on teams.We added detailed profiles offive distinctive group cultures and expanded the organic metaphor regarding organizations to ...
... leadership that lets us shine some light on the relationship between a staff person and the indigenous leadership within a group. Our special thanks to GwenYoung for keyboarding the text and numerous revisions with her usual skill and ...
... leadership. Even clinical practitioners in the various health and human service professions find, as their careers progress, that they spend a good deal of time in working groups such as staff groups, teams, and professional ...
... leader, or convener. Both staff and chair share leadership responsibilities for the group.As a group matures, so does each membership.As Mills ( ) and many others have pointed out, in a mature group all group members share ...
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 |