Social Work Macro Practice,9780801316111

Social Work Macro Practice

by ; ;
Edition: 2nd
ISBN13: 9780801316111
ISBN10: 0801316111
Format: Hardcover
Pub. Date: 1997-08-01
Publisher(s): Prentice Hall
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Summary

Social Work Macro Practice, 2/e is a comprehensive introduction to social work practice within communities and organizations. Distinguished by its unique practice model that shows students how to use communities and organizations to help clients, the second edition includes a new chapter on Community Theory, the revised NASW Code of Ethics, more information on and examples of diversity, and a new Instructors Manual.

Table of Contents

Preface to the Second Edition xv(6)
Acknowledgments xxi
PART I VALUES AND HISTORICAL PERSPECTIVES 1(100)
CHAPTER 1: An Introduction to Macro Practice in Social Work
3(32)
MACRO PRACTICE IN CONTEXT
3(3)
WHAT IS MACRO PRACTICE?
6(13)
Levels of Involvement in Social Work Practice
7(1)
A Systematic Approach to Macro Social Work Practice
7(2)
The Interrelationship of Micro and Macro Social Work Practice
9(10)
Three Case Examples
10(9)
Case Example 1: Child Protective Services
10(3)
Case Example 2: Case Management with Elderly and Disabled Persons
13(3)
Case Example 3: Displaced Homemaker Services
16(3)
SURVIVING THE DILEMMAS
19(1)
THE FOUNDATION OF MACRO PRACTICE
20(12)
Values
21(1)
Ethical Dilemmas
22(7)
Professional Identity
29(2)
Some Basic Principles of Macro Practice
31(1)
Summary
32(1)
References
33(1)
Suggested Readings
34(1)
CHAPTER 2: The Historical Roots of Macro Practice
35(33)
TRENDS UNDERLYING THE EMERGENCE OF SOCIAL WORK ROLES
36(8)
Social Conditions
36(2)
Ideological Conflicts
38(1)
Oppressed Populations
39(3)
The Development of Social Work
42(1)
Early Social Work Education
43(1)
COMMUNITY ORGANIZATION AND SOCIAL REFORM
44(3)
Effects of the Great Depression
45(1)
Social Work and Social Change
45(2)
MACRO PRACTICE IN ORGANIZATIONS
47(3)
The Organizational Context of Social Work
47(3)
CONTEMPORARY TRENDS
50(12)
Social Conditions
50(5)
Ideological Conflicts
55(1)
Oppressed Populations
56(6)
THE IMPORTANCE OF CHANGE
62(1)
Summary
63(1)
References
64(2)
Suggested Readings
66(2)
CHAPTER 3: Understanding the Problem and the Target Population
68(33)
THE SOCIAL WORKER'S ENTRY INTO AN EPISODE OF MACRO-LEVEL CHANGE
70(1)
GUIDELINES FOR PLANNING CHANGE
71(24)
Focus A: Understanding the Problem
72(14)
Task 1: Identify the Community or Organizational Condition
73(2)
Task 2: Review the Literature on the Condition, Problem, or Opportunity
75(1)
Task 3: Collect Supporting Data
76(5)
Task 4: Identify Relevant Historical Incidents
81(1)
Task 5: Identify Barriers to Problem Resolution
82(2)
Task 6: Determine Whether the Condition Is a Problem
84(1)
Summary of Steps Involved in Understanding the Problem
85(1)
Focus B: Understanding the Population
86(7)
Task 7: Review the Literature on the Target Population
87(2)
Task 8: Examine Relevant Ethnic and Gender Perspectives
89(3)
Understanding Cultural Perspectives
89(1)
Understanding Gender Perspectives
90(1)
The Dual Perspectives
90(2)
Task 9: Explore Past Experiences with the Target Population and Problem
92(1)
Summary of Steps Involved in Understanding the Population
93(1)
Focus C: Refining the Problem Statement
93(2)
Task 10: Speculate about the Etiology of the Problem
93(1)
Task 11: Refine the Problem Statement
94(1)
Summary of Steps in Refining the Problem Statement
95(1)
Summary
95(1)
References
96(1)
Suggested Readings
96(2)
Appendix
98(3)
PART II THE COMMUNITY AS THE ARENA OF CHANGE 101(88)
CHAPTER 4: Understanding Communities
103(23)
INTRODUCTION
103(4)
Defining Community
104(1)
Types of Communities
105(1)
Distinguishing Community Theories and Models
106(1)
COMMUNITY STRUCTURE AND FUNCTION
107(7)
Human Ecology Theory
108(1)
Community Functions
109(2)
When Community Functions Fail
111(1)
Community Systems Theory
112(2)
COMMUNITY PEOPLE, VALUES, AND INTERACTIONS
114(2)
Community as Collective Identity
114(2)
COMMUNITY POWER, POLITICS, AND CHANGE
116(1)
CONTEMPORARY COMMUNITY THEORY AND PRACTICE
117(6)
Community Practice Models
119(3)
Community Strengths
122(1)
Summary
123(1)
References
123(2)
Suggested Readings
125(1)
CHAPTER 5: Understanding and Analyzing Community Strengths and Problems
126(33)
TWO COMMUNITY VIGNETTES
128(4)
Vignette 1: Canyon City
128(2)
Vignette 2: Lakeside
130(2)
A FRAMEWORK FOR CONCEPTUALIZING COMMUNITY
132(22)
Focus A: Identifying Target Populations
132(4)
Task 1: Understand Characteristics of Target Population Members
135(1)
Focus B: Determining Community Characteristics
136(6)
Task 2: Identify Community Boundaries
136(2)
Task 3: Profile Social Problems
138(2)
Task 4: Understand Dominant Values
140(2)
Focus C: Recognizing Differences
142(5)
Task 5: Identify Formal and Covert Mechanisms of Oppression
143(3)
Task 6: Identify Evidence of Discrimination
146(1)
Focus D: Identifying Structure
147(7)
Task 7: Recognize Locations of Power
148(1)
Task 8: Determine Resource Availability
149(2)
Task 9: Identify Patterns of Resource Control and Service Delivery
151(3)
Summary
154(1)
References
154(1)
Suggested Readings
155(1)
Appendix
156(3)
CHAPTER 6: Understanding a Community Human Service System
159(30)
A FRAMEWORK FOR ANALYZING COMMUNITY HUMAN SERVICE SYSTEMS
160(22)
Focus A: Understanding Need
160(8)
Task 1: Identify the Target Population
160(1)
Task 2: Define a Continuum of Need
161(4)
Task 3: Assess Target Population Needs
165(1)
Task 4: Identify Collective Community Needs
165(3)
Focus B: Identifying Auspices or Sponsoring Organizations
168(9)
Task 5: Examine Informal Service-Delivery Units
169(2)
Task 6: Examine Mediating Service-Delivery Units
171(2)
Task 7: Examine Formal Service-Delivery Units
173(4)
Focus C: Determining Systemic Competence
177(5)
Task 8: Determine Linkages Between Units
177(5)
Summary
182(1)
References
182(1)
Suggested Readings
183(2)
Appendix
185(4)
PART III THE ORGANIZATION AS THE ARENA OF CHANGE 189(92)
CHAPTER 7: Understanding Organizations
191(42)
INTRODUCTION
192(4)
Defining Organizations
193(1)
Distinguishing Organizational Theories
194(2)
BUREAUCRACY AND ORGANIZATIONAL STRUCTURE
196(3)
MANAGEMENT THEORIES
199(9)
Scientific and Universalistic Management
199(3)
Human Relations
202(2)
Theory X and Theory Y
204(2)
Management by Objectives (MBO)
206(2)
ORGANIZATIONAL GOALS AND THE NATURAL-SYSTEM PERSPECTIVE
208(2)
DECISION MAKING
210(1)
ORGANIZATIONS AS OPEN SYSTEMS
211(7)
Understanding Open Systems
211(2)
Contingency Theory
213(5)
CONTEMPORARY PERSPECTIVES
218(10)
Power and Politics
219(1)
Organizational Culture
220(1)
Theory Z
221(1)
"In Search of Excellence"
222(2)
Managing Diversity
224(1)
Total Quality Management (TQM)
225(2)
Summary and Analysis of Contemporary Theories
227(1)
Summary
228(1)
References
229(2)
Suggested Readings
231(2)
CHAPTER 8: Analyzing Human Service Organizations
233(48)
TWO VIGNETTES OF HUMAN SERVICE ORGANIZATIONS
235(4)
Vignette 1: Canyon County Department of Child Welfare
235(2)
Vignette 2: Lakeside Family Services
237(2)
FRAMEWORK FOR ORGANIZATIONAL ANALYSIS
239(34)
Focus A: Identifying the Agency's Task Environment and Assessing Relationships
239(17)
Task 1: Identify Sources of Cash and Noncash Revenues
242(5)
Task 2: Assess Relationship with Revenue Sources
247(1)
Task 3: Identify Client Population and Referral Sources
248(2)
Task 4: Assess the Agency's Relationship to Client Population and Referral Sources
250(3)
Task 5: Identify Other Important Organizations in the Task Environment
253(2)
Task 6: Assess the Agency's Relationship to Other Important Organizations in the Task Environment
255(1)
Focus B: Analyzing the Organization
256(17)
Task 7: Identify Corporate Authority and Mission
258(1)
Task 8: Understand Administration, Management and Leadership Style
259(2)
Task 9: Understand Organizational and Program Structure
261(4)
Task 10: Assess the Organization's Programs and Services
265(3)
Task 11: Assess Personnel Policies, Procedures, and Practices
268(3)
Task 12: Assess Adequacy of Technical Resources and Systems
271(2)
Summary
273(1)
References
274(2)
Suggested Readings
276(1)
Appendix
277(4)
PART IV CHANGING MACRO SYSTEMS 281(59)
CHAPTER 9: Developing an Intervention Strategy
283(37)
GUIDELINES FOR DEVELOPING AN INTERVENTION STRATEGY
285(4)
Focus A: Developing the Intervention Hypothesis
285(4)
Task 1: Develop a Working Hypothesis of Etiology
285(2)
Task 2: Develop a Working Intervention Hypothesis
287(1)
Summary of Steps in Developing the Intervention Hypothesis
288(1)
Focus B: Defining Participants
289(8)
Task 3: Identify the Initiator System
290(1)
Task 4: Identify the Change Agent System
290(1)
Task 5: Identify the Client System
291(1)
Task 6: Identify the Support System
292(1)
Task 7: Identify the Controlling System
292(1)
Task 8: Identify the Host and Implementing Systems
293(1)
Task 9: Identify the Target System
294(1)
Task 10: Identify the Action System
295(2)
Focus C: Examining System Readiness for Change
297(2)
Task 11: Assess General Openness to Change
297(1)
Task 12: Identify Anticipated or Actual Response
298(1)
Task 13: Determine Availability of Resources
298(1)
Task 14: Examine Outside Opposition to Change
298(1)
Focus D: Selecting a Change Approach
299(1)
Task 15: Select a Policy, Program, Project, Personnel, or Practice Approach
300(2)
Focus E: Assessing Political and Interpersonal Considerations
302(2)
Task 16: Address Public Image and Successful Change
302(1)
Task 17: Identify Alternative Perspectives
303(1)
Task 18: Assess Duration and Urgency
303(1)
Focus F: Assessing Resource Considerations
304(1)
Task 19: Determine the Cost of Change
305(1)
Task 20: Determine the Cost of Doing Nothing
305(1)
Focus G: Weighing the Likelihood of Success
305(3)
Task 21: Assess Support from Individuals, Groups, and Organizations
306(1)
Task 22: Assess Support from Facts and Perspectives
306(2)
Focus H: Setting Goals and Objectives
308(4)
Task 23: Identify Goals
310(1)
Task 24: Formulate Outcome and Process Objectives
310(3)
Task 25: Plan Activities
313(1)
References
314(1)
Suggested Readings
314(2)
Appendix
316(4)
CHAPTER 10: Selecting Appropriate Tactics
320(20)
FOCUS A: SELECTING TACTICS
321(15)
Task 1: Consider a Range of Tactics
321(2)
Task 2: Consider the Pros and Cons of Collaboration
323(2)
Task 3: Consider the Pros and Cons of Campaign
325(2)
Task 4: Consider the Pros and Cons of Contest
327(2)
Task 5: Weigh Relevant Considerations in Selecting Tactics
329(7)
FOCUS B: PREPARING A WRITTEN PLAN
336(1)
Conclusion
337(1)
References
338(1)
Suggested Readings
339(1)
Appendix A. Framework for Selecting Appropriate Tactics 340(1)
Appendix B. Case Example: Jackson County Foster Care 341(8)
Index 349

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