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Table of Contents

Evidence Based
Macro Practice



More Social Work Books
Chapter 1

Evolution of Macro Practice: A Quest for Human Spirit

  • Environmental Aspects of Social Work
  • American History
  • Religiosity and Volunteerism
    • Other Influences
  • Summary
  • Questions for Discussion
Chapter 2

Theoretical Understanding

  • Theories That Guide Macro Practice
  • Macro Theories at the System Level
    • Organizations Responding to Their External Environment
  • Macro Theories at the Organizational Level
    • Inside Organizations
  • Macro Theories at the Community Level
  • Summary
  • Questions for Discussion
Chapter 3

Models of Macro Practice

  • Systems, Organizations and Community
    • Systems Model
    • Management Models
    • Community Practice Models
  • Summary
  • Questions for Discussion
Chapter 4

Evidence-Based Macro Practice

  • Best Available Evidence
  • EBMP Models of Social Work Practice
    • EBMP at the Organizational Level
    • EBMP in Management
    • Evidence-Based Management in Health and Human Services
    • EBMP at the Community Level
  • Summary
  • Questions for Discussion
Chapter 5

Structures and Processes

  • Functions Related to Structures
    • Structuring Staffing Patterns
    • Coordinating the Work of the Organization
  • Making Meetings Matter
  • Using Meeting Time Productively
    • Functions of Meetings
  • Forming a Consensus
    • Conformity Through “Groupthink”
  • Involving People in Decision Making
    • Task Forces
    • Total Quality Management (TQM)
  • Summary
  • Questions for Discussion
Chapter 6

The Service Delivery System

  • Social Systems Analysis
    • Service Delivery Within One Agency
  • Client Pathways Through the Social Service System
    • Symbols Used in Creating a Client Flowchart
    • Constructing a Client Flowchart
  • Review of a Generic Flowchart Model
  • Case Management
    • Need for Case Management
    • Features of Case Management
    • Functions of the Case Manager
  • Issues Affecting Case Management
  • Wraparound Services
  • Making the Wraparound Process Work
  • Summary
  • Questions for Discussion
Chapter 7

Developing and Coordinating

  • Constellation of Services/Continuum of Care
  • Factors Influencing Organizational Collaboration Coalitions
  • Collaborative Structures
  • Collaborative Service Delivery at the Local Level
    • Consortium Partnerships
    • Multi-Service Centers (Co-Location)
    • Coordinating Structure Based on Target Population
    • Neighborhood Family Network
    • Mobilizing Resources in the Local Community
  • Social Planning: Coordination at the Community-wide Level
  • Social Planning Organizations
    • Local Planning Councils
    • United Ways
    • Coalitions
    • Government Planning Efforts
  • Social Planner’s Role
  • Putting It All Together: A Coordinated Service Delivery System
    • Components of the Service Delivery System
  • Summary
  • Questions for Discussion
Chapter 8

Culture and Climate

  • The Importance of Values
    • Changes in Organizational Culture
    • Experiencing “Cultural Shock”
  • Job Ownership as a Central Value
    • A Sense of Higher Purpose
    • A Sense of Emotional Bonding
    • A Sense of Trust
    • A Sense of Stakeholder Involvement
    • A Sense of Pride in One’s Work
  • The Primacy of the Consumer
    • Articulating the Organization’s Culture
  • Summary
  • Questions for Discussion
Chapter 9

Diversity and Inclusion

  • Managing Diversity in Social Agencies
  • Developing a Culturally Sensitive Perspective
  • Challenges of Diversity in Community Organizations
    • Discern and Accept Differences Among People
    • You Need to Earn Their Trust
    • Prejudice Can Breed Prejudice
  • Dealing with Ethical Issues
  • Dealing with Sexual Harassment
  • Providing Meaningful Personnel Practices
    • Affirmative Action and Nondiscrimination
    • Personnel Selection
    • Problem Solving or Grievance Procedures
    • Classification Plan and Benefits
    • Special Policies
    • Security of Employment
  • Summary
  • Questions for Discussion
Chapter 10

Synthesizing Operational Problems

  • Analyzing Problems
    • Identifying Discrepancies
    • Specifying the Problem
    • Determining the Boundaries of the Problem
    • Clarifying Problem Perspectives
    • Identifying Insidious Problems
  • Considering Alternative Solutions
    • Developing Criteria
    • Making Ideas Concrete
    • Considering Tradeoffs
  • Making Decisions
    • Making Risk-Taking Decisions Prudently
  • Evaluating Results
  • Commonly Used Evaluation Designs
  • Corrective Action
  • Summary
  • Questions for Discussion
Chapter 11

Leadership and Supervision

  • The Interaction of Manager and Situation
    • Leadership Influence
    • Leadership Orientation of the Manager
    • Factors Operating Within Staff
    • Situational Factors
  • Major Aspects of Good Leadership
  • Supervision
    • Reconciling Expectations
    • Playing Multiple Roles
  • Delegating Assignments
  • Elements of Good Supervision
  • Being a Productive Subordinate
  • Dealing With a Problematic Supervisor
  • Summary
  • Questions for Discussion
Chapter 12

Searching for Funds

  • Major Sources of Private Funding
    • Foundations
    • Community Foundations
    • Independent Foundations
    • Corporate Foundations
  • Government Funding
  • Description of Directories
  • The Search Process
    • Phase I
    • Phase II
    • Phase III
    • Phase IV
  • Approaching Foundations for Funding
  • Using the Computer to Access Information
    • Foundation Center Links
    • Government Funding Sources
    • Proposal Writing Suggestions
    • Private Funding
    • Best Starting Places/Mega Sources
    • Data Base Access
  • CD-ROMs
    • Using FC Search
    • Illustrations of Searchable Items
    • Suggested Search Strategies Using the FC Search
  • Summary
  • Questions for Discussion
Chapter 13

Preparing Effective Grant Proposals

  • Preliminary Considerations
    • Conducting a Preliminary Assessment
    • Prior to Writing the Proposal
    • How Fundable is Your Project?
  • Preparing Proposals
  • Summary Statements
  • Statement of Need
  • Goals and Objectives
  • Program Components: Activities and Tasks
  • Evaluation
  • Capability of the Organization
  • Program Continuation
  • The Budget
  • Appendices
  • The Proposal is One Part of the Process
  • Criteria for Effective Proposals
    • Competency of the Individuals Involved
    • Participation of the Organization’s Membership
    • Desirability of the Project
    • Feasibility of the Project
    • Possibility of Leveraging Funds
    • Continuity of the Project
    • Impact Potential
    • Dedication
    • Clarity of Proposal
    • Fiscal Soundness
    • Record of Results
  • Summary
  • Questions for Discussion
Chapter 14

Strategic Planning

  • Dealing with Change
  • Conducting Strategic Planning
    • Involving All Parts of the Organization
    • Developing a Mission Statement
    • Asking Fundamental Questions
    • Examining External and Internal Processes
    • Conducting a Retreat
  • Focusing on Critical Issues
  • Dynamic Planning
  • Summary
  • Questions for Discussion
Chapter 15

Action Planning

  • Kinds of Objectives
    • Impact Objectives
    • Service Objectives
    • Operational Objectives
    • Product Objectives
  • Formatting Goals and Objectives
  • Cautions About Objectives
  • Summary
  • Questions for Discussion
Chapter 16

Implementing Achievable Plans

  • Anticipating Unintended Consequences
  • Initiating Pilot Projects
  • Contingency Planning
  • Applying Critical Criteria to Alternatives
  • Obtaining Acceptance of an Action Plan
  • Implementing a Plan
    • Carrying Out Task Assignments
    • Time line chart
  • Summary
  • Questions for Discussion
Chapter 17

Client Advocacy

  • Document Facts and Obtain Relevant Information
    • Case #1: Liang Ku
  • Empower Clients to Act on Their Own Behalf
    • Case #2: Mr. Brown
  • Assist in Obtaining Basic Resources Necessary for a Decent Standard of Living
    • Case #3: Ms. Thomas
  • Develop a Strong Service Network Through Formal and Informal Contacts
    • Case #4: Ms. Williams
  • Work Diligently on Behalf of Your Client, but Be Mindful That You Also Have a Responsibility to the Community
    • Case #5: Sasha Witbla
  • Understand That Resistance to Change is a Natural Part of the Advocacy Process and Be Prepared to Deal With It
    • Case #6a: Kimberly and Tanya Laniel
    • Case #6b: Mrs. Pierce
    • Case #6c: Ms. Jones
  • Identify Pressure Points That Will Encourage the Target of Change to Be More Responsive
    • Case #7: The Smith Family
  • Use Professional Discretion in Determining the Appropriate Level of Guidance to Empower Clients
    • Case #8: Lucretia Sella
  • Challenge the Status Quo by Fighting For What You Believe is the Right Thing To Do
    • Case #9: Lobbying the Governor and the State Legislature
  • Take a Public Stand to Empower Your Clients to Come Forth With Their Own Advocacy Efforts
    • Case #10: Kohoga County vs. Foster Parents
Chapter 18

Skills in Running Meetings

  • Questions that Facilitate Discussion
  • Facilitating the Group Process
    • Preparing for the Session
    • Setting the Stage
    • Stimulating Discussion
    • Developing an Action Plan
  • Encouraging New and Different Ideas
    • Stimulating Novelty Through Analogies
    • Using a Checklist to Stimulate Novelty
    • Reframing the Issue to Stimulate Novelty
    • Cautions
  • Using Parliamentary Procedure
    • Clarification of the Procedure of Motions
    • Classification of Motions
    • Discussion of Common Parliamentary Procedures
  • “Parliasensus”
  • Recording Group Discussions
  • Summary
  • Questions for Discussion
Chapter 19

Handling Communications and Conflict

  • The Importance of Good Communications
    • Misperceptions
  • Handling Conflicts
  • Ways to Improve Communications
    • Top-Down Communications
    • Bottom-Up Communications
    • Employee Surveys
    • Client Surveys
    • Suggestion Systems
    • Informal Communications
    • Good Feedback
  • Client Focused Communications
  • Summary
  • Questions for Discussion
Chapter 20

Managing Time and Stress

  • Planning the Use of Time
    • Setting Priorities
    • Restructuring Time: The 80/20 Principle
  • Combating Time Gobblers
    • Handling Incoming Paperwork
    • Organizing Paper Flow
    • Managing Conversations
    • Managing Telephone Calls
  • Blocking Out Time
  • Managing Organizational Stress
    • Role Ambiguity
    • Overload (or Underload) of Work
    • Contradictory Expectations
    • Poor Preparation
    • Laid Back Atmosphere
    • Poor Match Between Staff and Jobs
    • Reducing Stress
  • Summary
  • Questions for Discussion
Chapter 21

Community Problem Analysis

  • The Emergence of a Community Problem
    • Understanding the Background of the Problem
    • Clarifying the Theoretical Perspectives of the Problem
    • Refining Community Problems Within an Organizational Context
    • Avoiding Vague and Ambiguous Terms
    • Identifying Key Factors
    • Examining Factors
    • Narrowing the Problem Focus
    • Expressing the Consequences of the Problem
  • Determining Problem Priorities
  • Rational Problem-Solving Methods
    • Formal Needs Assessment
    • Informal Needs Assessment
    • Essential Aspects of a Needs Assessment
  • Summary
  • Questions for Discussion
Chapter 22

Strategies of Community Interventions

  • Models of Community Intervention
  • Influencing Change
    • Working for Change
  • Developing Community Support
    • The Community Organizer’s Role
  • Preparing Strategies and Tactics
  • Working on Community Organization Issues
  • Guiding Principles
  • Summary
  • Questions for Discussion
Chapter 23

Negotiating & Advocating in Community

  • Organizations
  • Clarifying Objectives
    • Setting the Agenda
    • Obtaining Information on the Issue
  • Anticipating Responses of Opponents
    • Anticipating Objections
    • Developing a Fall-Back Position
    • Communicating with Constituents
  • Being Watchful About Negotiating Maneuvers
  • Advocating Legislation
    • Developing an Advocacy Capability
    • Implementing Legislative Advocacy
  • Media Advocacy
  • Summary
  • Questions for Discussion
Chapter 24

Grassroots Organizing: Empowering the Needy

  • Creating an Effective Grassroots Level Organization
    • Elements of an Effective GLO
    • Preparing a Constitution
    • Registering the GLO
    • The Role of the Leader in an Effective GLO
    • Conducting Meetings
  • Major Issues Affecting a GLO
    • Communication Among Members
    • Small Group Domination
    • Decision Making
    • Transparency
    • Rotation of Officers
    • Membership Participation
    • Inability to Take Action
  • Strategic and Project Planning
    • Strategic Planning
  • Developing the Strategic Plan
    • Engage Members in the Planning Process
    • Develop a Mission Statement
    • Prepare a Vision Statement
    • Make Explicit the Values of the Organization
    • Review Both Internal and External Forces (Conducting a SCOT Analysis)
    • Identify Critical Issues
    • Implementing the Strategic Plan
  • Summary of the Strategic Planning Process
  • Project Planning
  • Raising Resources Within the Community
    • Preconditions for Conducting Fundraising
    • Reasons to Seek Internal Resources
  • Different Approaches for Raising Local Resources
    • Community Members Contribute
    • Merry-Go-Rounds
    • Volunteers
    • Cautions about Focusing Only on Internal Fundraising
  • Cultivating Donors
    • Reaching Out to Donors
    • Communicating with Contributors
  • Summary
  • Questions for Discussion
Chapter 25

Community Development/Community Building Initiatives

  • Community Development
  • Community Building Initiatives (CBIs)
    • Principles of Community Building Initiatives
  • Implementing a Community Building Initiative Program
    • Phase I - Understanding the Community
    • Phase II - Recruiting People
    • Phase III - Creating the Structure and Strategy
    • Phase IV - Linking and Marshaling Resources
    • The Challenges Ahead for CBIs
  • Summary
  • Questions for Discussion
Chapter 26

International Social Work Practice

  • International Issues in Social Welfare
  • Cultural Exchange Opportunities
  • International Organizations
    • Professional Organizations
    • United Nations’ Agencies
    • U. S. Government Agencies
  • Voluntary International Programs
  • Nongovernmental Organizations (NGOs)
    • Community-Based Organizations (CBOs)
  • Volunteer Opportunities
  • Factors to Consider in Working or Volunteering Abroad
  • Summary
  • Questions for Discussion
    • Resources for Volunteering & Working in International Social Work
Chapter 27

Problem Solving Cases in Macro Practice: Organizing (Cases 1-6)

Chapter 28

Problem Solving Cases in Macro Practice: Achieving Goals (Cases 7-15)

Chapter 29

Problem Solving Cases in Macro Practice: Leveraging Power (Cases 7-15)

APPENDIX A - Web Site Directory

APPENDIX B - Human Services Management Competencies

APPENDIX C - Social Workers Code of Ethics

SUGGESTED READINGS

INDEX


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