Managing for Service Effectiveness in Social Welfare Organizations

Contents
Section One: Overview and Rationale



Introduction
Introduction
Managing for Service Effectiveness in Social Welfare: Toward a Performance Model
Moving Clients Center Stage Through the Use of Client Outcomes
Section Two: Measurement of Client Outcomes
Introduction
Service Effectiveness and the Social Agency
Measuring Clinical Outcomes and Their Use for Managers
Measuring Client Outcomes: The Experience of the States
Management by Measurement: Organizational Dilemmas and Opportunities
Section Three: Social Program Design
Introduction
Design and Development in Organizational Innovation
A Theory of Accountability for the Human Services and the Implications for Social Program Design
Maximizing Effectiveness Through Technological Complexity
Section Four: Managing People
Introduction
Managing People for Enhanced Performance
The Application of Quality of Work Life Research to Human Service Management
Section Five: Managing Information
Introduction
Designing Social Work Management Information Systems: The Case for Performance Guidance Systems
The Effects of Feedback on the Behavior of Organizational Personnel
Planning for Client Feedback: Content and Context
Section Six: Managing Environmental Relations
Introduction
Multiple Constituencies and Performance in Social Welfare Organizations: Action Strategies for Directors
Generic Social Work Skills in Social Administration: The Example of Persuasion
Section Seven: Constraints and Dilemmas
Introduction
Competing Perspectives on the Concept of "Effectiveness" in the Analysis of Social Services
Ethics and the Managing of Service Effectiveness in Social Welfare
Index