- Teks
- Sejarah
Social work theorists are studying
Social work theorists are studying and developing various approaches to understanding organizational behavior and performance. For example. Olmstead’s ideas include the following theories of organization: structural, group, individual decision, and systems theories.
Lippitt and Schmidt suggest correct and incorrect ways of halding critical issues related to organizational crises, which are summarized in Table 8-1.
Resnick emphasizes the impotance of effecting internal change in human service organizations and suggest there are three patterns that might be used advantageously. The first is characterized by a catalyst who convenes an action system whose members are, or seem to be, concerned about an immediate problem in their organization. The second pattern involves a change agent or atalyst who recruits and selects organizational members known to be dissatisfied with the organization’s functioning to form an action system to work for improvement. The third mode concerns a catalyst who pulls an action group together because of its members’ interest in some innovation that they feel would benefit the agency. Resnick concludes, “all the patterns, although having advantages and disadvantages, are seen as effective ways of introducing and achieving organizational change from within.”
Gummer presents three models of organizational behavior: the rational model, the natural-system model, and the power-politcs model. These are not mutually exclusive but may alla be understood and utilized by social work administrators to the advantage of an agency. The rational model relates to what is considered best; it stresses maximization of rationality and reduction of uncertainty. The natural-system model encompasses subsystem goals, informal structure, management of internal conflict, and maintenance of the character of the system. The power-politics models views the organization as primarily a political arena, with various interest groups competing for control of organizational resources. Understanding and using these models may help to strengthen organizational operations in the delivery of social services.
Lippitt and Schmidt suggest correct and incorrect ways of halding critical issues related to organizational crises, which are summarized in Table 8-1.
Resnick emphasizes the impotance of effecting internal change in human service organizations and suggest there are three patterns that might be used advantageously. The first is characterized by a catalyst who convenes an action system whose members are, or seem to be, concerned about an immediate problem in their organization. The second pattern involves a change agent or atalyst who recruits and selects organizational members known to be dissatisfied with the organization’s functioning to form an action system to work for improvement. The third mode concerns a catalyst who pulls an action group together because of its members’ interest in some innovation that they feel would benefit the agency. Resnick concludes, “all the patterns, although having advantages and disadvantages, are seen as effective ways of introducing and achieving organizational change from within.”
Gummer presents three models of organizational behavior: the rational model, the natural-system model, and the power-politcs model. These are not mutually exclusive but may alla be understood and utilized by social work administrators to the advantage of an agency. The rational model relates to what is considered best; it stresses maximization of rationality and reduction of uncertainty. The natural-system model encompasses subsystem goals, informal structure, management of internal conflict, and maintenance of the character of the system. The power-politics models views the organization as primarily a political arena, with various interest groups competing for control of organizational resources. Understanding and using these models may help to strengthen organizational operations in the delivery of social services.
0/5000
Teori kerja sosial belajar dan mengembangkan berbagai pendekatan untuk memahami perilaku organisasi dan kinerja. Sebagai contoh. Ide-ide Olmstead yang mencakup teori organisasi berikut: struktural, kelompok, keputusan individu, dan teori sistem.Lippitt dan Schmidt menunjukkan cara yang benar dan salah halding isu-isu penting yang berkaitan dengan krisis organisasi, yang dirangkum dalam tabel 8-1.Resnick menekankan impotance dari mempengaruhi perubahan internal organisasi pelayanan manusia dan menyarankan ada tiga pola yang dapat digunakan advantageously. Yang pertama yang bercirikan katalis yang diselenggarakan sistem tindakan yang anggotanya, atau tampaknya, khawatir tentang masalah segera di organisasi mereka. Kedua pola ini melibatkan agen perubahan atau atalyst yang merekrut dan memilih anggota organisasi yang dikenal untuk menjadi puas dengan organisasi berfungsi untuk membentuk sistem tindakan untuk bekerja untuk perbaikan. Keprihatinan modus ketiga katalis yang menarik kelompok aksi bersama-sama karena kepentingan para anggotanya dalam beberapa inovasi yang mereka merasa akan menguntungkan badan. Resnick menyimpulkan, "semua pola, meskipun memiliki keuntungan dan kerugian, dilihat sebagai cara yang efektif memperkenalkan dan mencapai organisasi perubahan dari dalam."Gummer menyajikan tiga model perilaku organisasi: rasional model, model sistem alam dan daya-politcs model. Ini tidak saling eksklusif tetapi alla dapat dipahami dan dimanfaatkan oleh administrator pekerjaan sosial untuk keuntungan dari badan. Model rasional berkaitan dengan apa yang dianggap terbaik; itu menekankan maksimalisasi rasionalitas dan pengurangan ketidakpastian. Alam-sistem model meliputi subsistem tujuan, struktur informal, manajemen konflik internal, dan pemeliharaan karakter dari sistem. Model politik kekuasaan dilihat organisasi sebagai terutama arena politik, dengan berbagai kelompok-kelompok kepentingan bersaing untuk menguasai sumber daya organisasi. Memahami dan menggunakan model ini dapat membantu untuk memperkuat organisasi operasi dalam pengiriman pelayanan sosial.
Sedang diterjemahkan, harap tunggu..
Social work theorists are studying and developing various approaches to understanding organizational behavior and performance. For example. Olmstead’s ideas include the following theories of organization: structural, group, individual decision, and systems theories.
Lippitt and Schmidt suggest correct and incorrect ways of halding critical issues related to organizational crises, which are summarized in Table 8-1.
Resnick emphasizes the impotance of effecting internal change in human service organizations and suggest there are three patterns that might be used advantageously. The first is characterized by a catalyst who convenes an action system whose members are, or seem to be, concerned about an immediate problem in their organization. The second pattern involves a change agent or atalyst who recruits and selects organizational members known to be dissatisfied with the organization’s functioning to form an action system to work for improvement. The third mode concerns a catalyst who pulls an action group together because of its members’ interest in some innovation that they feel would benefit the agency. Resnick concludes, “all the patterns, although having advantages and disadvantages, are seen as effective ways of introducing and achieving organizational change from within.”
Gummer presents three models of organizational behavior: the rational model, the natural-system model, and the power-politcs model. These are not mutually exclusive but may alla be understood and utilized by social work administrators to the advantage of an agency. The rational model relates to what is considered best; it stresses maximization of rationality and reduction of uncertainty. The natural-system model encompasses subsystem goals, informal structure, management of internal conflict, and maintenance of the character of the system. The power-politics models views the organization as primarily a political arena, with various interest groups competing for control of organizational resources. Understanding and using these models may help to strengthen organizational operations in the delivery of social services.
Lippitt and Schmidt suggest correct and incorrect ways of halding critical issues related to organizational crises, which are summarized in Table 8-1.
Resnick emphasizes the impotance of effecting internal change in human service organizations and suggest there are three patterns that might be used advantageously. The first is characterized by a catalyst who convenes an action system whose members are, or seem to be, concerned about an immediate problem in their organization. The second pattern involves a change agent or atalyst who recruits and selects organizational members known to be dissatisfied with the organization’s functioning to form an action system to work for improvement. The third mode concerns a catalyst who pulls an action group together because of its members’ interest in some innovation that they feel would benefit the agency. Resnick concludes, “all the patterns, although having advantages and disadvantages, are seen as effective ways of introducing and achieving organizational change from within.”
Gummer presents three models of organizational behavior: the rational model, the natural-system model, and the power-politcs model. These are not mutually exclusive but may alla be understood and utilized by social work administrators to the advantage of an agency. The rational model relates to what is considered best; it stresses maximization of rationality and reduction of uncertainty. The natural-system model encompasses subsystem goals, informal structure, management of internal conflict, and maintenance of the character of the system. The power-politics models views the organization as primarily a political arena, with various interest groups competing for control of organizational resources. Understanding and using these models may help to strengthen organizational operations in the delivery of social services.
Sedang diterjemahkan, harap tunggu..
Bahasa lainnya
Dukungan alat penerjemahan: Afrikans, Albania, Amhara, Arab, Armenia, Azerbaijan, Bahasa Indonesia, Basque, Belanda, Belarussia, Bengali, Bosnia, Bulgaria, Burma, Cebuano, Ceko, Chichewa, China, Cina Tradisional, Denmark, Deteksi bahasa, Esperanto, Estonia, Farsi, Finlandia, Frisia, Gaelig, Gaelik Skotlandia, Galisia, Georgia, Gujarati, Hausa, Hawaii, Hindi, Hmong, Ibrani, Igbo, Inggris, Islan, Italia, Jawa, Jepang, Jerman, Kannada, Katala, Kazak, Khmer, Kinyarwanda, Kirghiz, Klingon, Korea, Korsika, Kreol Haiti, Kroat, Kurdi, Laos, Latin, Latvia, Lituania, Luksemburg, Magyar, Makedonia, Malagasi, Malayalam, Malta, Maori, Marathi, Melayu, Mongol, Nepal, Norsk, Odia (Oriya), Pashto, Polandia, Portugis, Prancis, Punjabi, Rumania, Rusia, Samoa, Serb, Sesotho, Shona, Sindhi, Sinhala, Slovakia, Slovenia, Somali, Spanyol, Sunda, Swahili, Swensk, Tagalog, Tajik, Tamil, Tatar, Telugu, Thai, Turki, Turkmen, Ukraina, Urdu, Uyghur, Uzbek, Vietnam, Wales, Xhosa, Yiddi, Yoruba, Yunani, Zulu, Bahasa terjemahan.
- Wow,kok dia bisa ada di mimpi saya ??? A
- tubuhmu bikin aku bergairah
- Saat bersama kamu
- EUR/USD fell to new lows and could not r
- Wow, how he could have been a dream of m
- EUR/USD fell to new lows and could not r
- Pues 17 años
- Hám ..?
- sudah berumah tangga??
- Plant identification is a skill that tak
- life will always try to make things diff
- عالمية الأدب و عواملهاعالمية الأدب معناه
- dear mary hi, my name is jaka. i live i
- EUR/USD fell to new lows and could not r
- saya ingin sekali meraba tubuh kamu
- Do you love me
- Tiba tiba mimpiin dia , amazing :)
- EUR/USD fell to new lows and could not r
- عالمية الأدب و عواملهاعالمية الأدب معناه
- tubuh mulusmu bikin aku bergairah
- Have a gudeg, bakpia, mie godok and anyt
- EUR/USD fell to new lows and could not r
- Have a gudeg, bakpia, mie godok and any
- EUR/USD fell to new lows and could not r
