Reflect on your past internship experience.What did you learn from the experience? What are your strengths and weaknesses? What are you expecting to learn from this internship?write this assignment as if you are an intern at a soup kitchen agency. 1-2 pagesPART 2: (view power point in attachment)we understand that a stakeholder is directly impacted by the organization. You may refer back to the text and/or the Lecture-ppt to refresh your understanding. Discuss why and in what ways a stakeholder would be impacted by the organization. How is each stakeholder group dependent on the organization, and how is the organization’s success dependent on various stakeholders?What does each stakeholder group expect the organization to accomplish on its behalf? From each stakeholders perspective, how is the organization’s success defined? Lastly, what steps must the organization take to sustain stakeholder interest?
Chapter 1: Leadership in Human
Services and Workplace Vocabulary of
Leaders and Managers
Learning Objectives
• Describe the human services work sector and the
leadership skill sets needed.
• Explain the benefits to the human services organization
if employees develop improved leadership skill sets.
• Identify and explain leadership and management
vocabulary as described giving a workplace example.
• Engage with the flow of the learning process used
through out the textbook: reflection, diagnosis, and
prescription.
Harley-McClaskey, Developing Human Service Leaders. © 2017, SAGE Publications.
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The Learning Process in This Text
• Reflection: How is the concept currently active in your
life?
• Diagnosis: Currently, how effective are you in utilizing
the leadership concept?
• Prescription: Once you know what you want to do
differently, and how to apply the concept in your daily
life, you can then become a more effective leader.
Harley-McClaskey, Developing Human Service Leaders. © 2017, SAGE Publications.
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What Is the Human Services Sector?
• Definition: The human services sector is defined as
individuals who help others cope with the problems of
social welfare, educational, psychological, behavioral,
health, or legal issues.(Mehr & Kanwischer, 2011, p.13)
• Who are they?: Agencies, community centers, some
government services, educational organizations, health
clinics, and many nonprofits.
– Sometimes these organizations are coupled with
government services at the federal, state, or local
level.
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Leaders in the Human Services Sector
Leaders Work with:
Leaders’ Job Duties:
• Organization Clients
• Internal Members of
Organization
• Board of Directors
• Surrounding Community
• All Levels of Government
•
•
•
•
•
•
Planning
Supervising
Communicating
Handling Crises
Fundraising
Building Organization’s
Brand
• Approving Budget &
Expenditures
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Compare Human Services to For
Profit Organizations
Human Services
Organizations
For-Profit Organizations
• Serve Clients and
Communities
• Compete in a More Local
Market (City, Region,
State)
• Serve Stockholders,
Owners, and Customers
• Compete in Global
Markets
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Duties of the Top Level Leader
Top Level Leader
Director/CEO/President
• Sets the organization’s
strategic direction (vision
and mission).
• Approves and provides
resources for processes,
services, and programs.
• Approves operational
processes, program
designs, strategies, and
goals.
Harley-McClaskey, Developing Human Service Leaders. © 2017, SAGE Publications.
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Duties of the Top Level Leader
Top Level Leader
Director/CEO/President
• Ensures adequate
standards are enacted
for services to meet the
organization’s mission
and vision.
• Reaches out to
shareholders,
constituents,
stakeholders, peers,
and communities.
Harley-McClaskey, Developing Human Service Leaders. © 2017, SAGE Publications.
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Duties of a Mid-Level Manager
Middle Manager
• Designs (redesigns) and
implements key
processes, services, and
strategic projects.
• Sets Standards for each
process, service, and
program.
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Duties of a Mid-Level Manager
Middle Manager
• Recommends and
monitors resources for
processes, services, and
programs.
• Approves hiring
decisions.
Harley-McClaskey, Developing Human Service Leaders. © 2017, SAGE Publications.
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Duties of the Entry-Level Manager
First Level Manager
• Communicates
standards to employees.
• Trains and coaches
employees to implement
processes, services, and
programs at the
expected standards.
• Execute the processes,
services, and programs.
• Builds relationships with
clients, customers, and
patients.
Harley-McClaskey, Developing Human Service Leaders. © 2017, SAGE Publications.
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Duties of the Entry-Level Manager
First Level Manager
• Assesses employee
performance and
recommends
consequences.
• Recommends
improvements to
processes, services, and
programs.
• Requests and utilizes
allocated resources.
• Recommends which
employee to hire.
Harley-McClaskey, Developing Human Service Leaders. © 2017, SAGE Publications.
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Unique Duties of Human Services Leaders
• Human services leaders must consider their roles and
responsibilities in the comprehensive network of
community issues and problems.
• Human services leaders seek to understand the values
of different populations.
Harley-McClaskey, Developing Human Service Leaders. © 2017, SAGE Publications.
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Macro vs Micro
• To work at a macro level
means working through a
larger level such as a
partnering in a multiorganizational endeavor.
• To work at a micro level
means working through a
smaller lens such as
meeting the needs of one
organization or one
client.
Harley-McClaskey, Developing Human Service Leaders. © 2017, SAGE Publications.
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21st Century Human Service
Organizations’ Challenges
1. Strategic leadership
2. Fierce competition for funding from foundations,
donors, and grants.
3. Develop a pipeline of leaders for succession building.
4. Evolve with changing needs of employees, board
members, clients, and stakeholders.
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21st Century Human Service
Organizations’ Challenges
5.
6.
7.
8.
9.
Outcomes measures for programs and services
Greater accountability
Leadership training for all
Standards of professional practice
Integrated service delivery
Harley-McClaskey, Developing Human Service Leaders. © 2017, SAGE Publications.
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Leadership Development Begins
•
•
•
•
Establishing one’s credibility
Assessment of values, personal management.
Stretch outside comfort zones
Real application of new behaviors
Harley-McClaskey, Developing Human Service Leaders. © 2017, SAGE Publications.
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The Workplace Vocabulary
• Every workplace has a culture and language peppered
with vocabulary designed to communicate unique
concepts and ideas in a profession.
Harley-McClaskey, Developing Human Service Leaders. © 2017, SAGE Publications.
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Is Leader Defined the Same as
Manager?
No!
• The terms are not interchangeable.
• Leaders and managers play different, yet vital roles in
ensuring an organization’s success.
Harley-McClaskey, Developing Human Service Leaders. © 2017, SAGE Publications.
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Roles of Leaders and Managers
Role of a Manager
Focus on policy and
procedure
Plans for the stability of the
organization
Maintains quality operations
and procedures
Supervises and appreciates
employee contribution
Provides training for
employees
Role of a Leader
Focus on improvement and
change
Looks ahead and envisions
the future
Seeks new ideas and best
practices
Engages others in the
process of future planning
Mentors others in the
leadership pipeline
Harley-McClaskey, Developing Human Service Leaders. © 2017, SAGE Publications.
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Human Service Organizations Need Both
• There is value in both managerial and leadership skills.
• In the human services sector, smaller budgets demand
CEO’s with both leader and manager skillsets.
Harley-McClaskey, Developing Human Service Leaders. © 2017, SAGE Publications.
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The Need to Know
• Many organization board members use these terms.
• Many community partners use these terms.
• Funding organizations use these terms.
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Vocabulary: Mission
• Mission: is the engine driving the organization in the
human services sector. The mission should be able to
answer why the organization exists and what it hopes
to accomplish? The mission is the compass by which
the leadership steers the agency.
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Vocabulary: Anticipate Demand
• Anticipate Demand: is the measure of the clients
desire for the program or service. Do the clients want
the programs and services offered? How strongly and
how frequently do they want the services?
Harley-McClaskey, Developing Human Service Leaders. © 2017, SAGE Publications.
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Vocabulary: Market Survey
• Market Survey: is a tool to help the human services
organization ascertain the correct anticipated demand
as well as the right products and services to offer their
clients. It measures the needs of the organization’s
clients in addition to what other services already exist
to prevent duplication.
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Vocabulary: Competitor
• Competitor: is another human services organization
that vies for funding, board members, and/or clients
from the same pool in the community. Multiple
organizations can offer similar products or services to
the same clients. Competition exists across all sectors
of the workplace.
Harley-McClaskey, Developing Human Service Leaders. © 2017, SAGE Publications.
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Vocabulary: Core Competency
• Core Competency: is the human service
organization’s area of greatest expertise. This will
determine the products or services the organization
offers and how well it is able to compete against
competitors. Organizations should stay within their
scope of expertise.
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Vocabulary: Products
• Products: are the deliverables (programs and services)
to the clients. The anticipated demand of deliverables
are determined by the organization’s market survey.
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Vocabulary: Product Mix
• Product Mix: is the diversity of the deliverables offered
to the clients. The make up of the mix itself is
determined by the organization’s market assessment of
the need, as well as counts done to determine what
products and services clients are utilizing.
Harley-McClaskey, Developing Human Service Leaders. © 2017, SAGE Publications.
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Vocabulary: Cash
• Cash: is the resource by which all organizations
operate. It pays rent, salaries, and everything else that
generates deliverables. Cash can be garnered from
donors, grants, reimbursements, sales, and fees.
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Vocabulary: Client/Customer/Patient Focus
• Client/Customer/Patient Focus: is an assessment of
programs and services from the clients’ perspectives.
Human service organizations depend on client loyalty
in exchange for quality programs and services.
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Vocabulary: Brand
• Brand: is the reputation of the organization. Branding
goes hand-in-hand with advertising and merchandising
because it is presenting the best side of the
organization and their products while meeting the
mission.
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Vocabulary: Stakeholders
• Stakeholders V Shareholders: is someone who is
impacted by the organization, a key stakeholder is
impacted directly. A stakeholder in a human service
organization expects a return on the investment of time
and effort in the form of an enhanced community. The
for-profit equivalent is shareholders and refers to those
who have made a monetary investment in the
business, and will expect a return of cash on that
investment.
Harley-McClaskey, Developing Human Service Leaders. © 2017, SAGE Publications.
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Vocabulary: Accounts
Receivable/ Accounts Payable
• Accounts Receivable/Accounts Payable: Accounts
receivable are funds clients owe the organization.
These can be fees or even the discounted cost of a
product or service. Accounts payable are funds the
agency owes to suppliers. These can be utility bills or
the cost of the items used to make the product or
service.
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Vocabulary: Asset
• Asset: are things (not people) one invests in the
organization. Ownership of the facility, equipment,
technology, and vehicles are considered assets.
Supplies used to make the deliverables are not
considered organization assets.
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Vocabulary: Effective
• Effective: describes whether a service achieves its
intended purpose. When a product or service, that was
determined necessary by the market research, is
deemed effective, the ROA has a positive effect on the
client and the organization.
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Vocabulary: Goal
• Goal: is a performance level an organization intends to
attain. A goal is set by doing market research based on
the needs of the clients or community and measuring
the daily output of each deliverable (program or
service). A successful goal will have a positive ROI and
further enhance the brand of the organization.
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Vocabulary: Process
• Process: is a set of sequenced and linked activities
with the purpose of producing a program or service for
clients. A well thought-out process can lead to an
effective program or service that in turns meets the
organization’s mission.
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Vocabulary: Strategy
• Strategy: is a process that requires analyzing all
internal and external impacts of an organization to
determine a plan of action that allows the organization
to achieve intended objectives and positive growth.
Strategic planning sessions could determine that a new
program is warranted due to the level of growth and
effectiveness of the existing programs and services as
well as the organization’s existing core competency.
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Vocabulary: Sustainability
• Sustainability: is the organization’s ability to address
needs, to evolve, and to strategically plan for the future
needs of the community in their market area. This is
also a process by which an organization ensures
quality leadership for future years.
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Vocabulary: Values
• Values: are guiding principles that embody how the
organization and its people are expected to operate.
Examples of organizational values include
demonstrating integrity and fairness, valuing diversity,
and striving for excellence in the organization’s
programs and services. Focusing on the organization’s
values ensures the organization’s sustainability.
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Vocabulary: Vision
• Vision: is a statement of one or two sentences that
describes a long-term result, a picture of what the
human services organization is striving to be in the
future, Vision statements go hand-in-hand with the
mission to determine the organization’s purpose &
direction.
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