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Management in the Human Services 11

" Organizer: devising agency structures and While managerial roles (behaviors)

can be dis-

rr-ork processes that dlfine the distribution aggregatedfor purposes of discussion, in practice

of authority and responsibility, enabling co- ;;";^ are tFpically performing at least several

ordination of activities and accountability; ,o1., i", any particular context' so that

the perfor-

planningfor,resourcingandimplementingmanceofoneiscomplementedbyothersina programs to imptem#*or..rirrion urrd kind

of behavioral configuration' For example'

goals; and recruiting, t aiing, and evaluat- the role of communica,or is essential to the effec-

ing staff to acquire/develop tht 'kill' "ttt'- ti* pt'fot*u"ce of most other roles' The evalua-

Sary to comPetently implement services. to, una resource administratorroles are organically

o ksource administrator:acquiring and man- related because the decisions required to plan and

aging the human, fio*.iul, te-chnological, allocate resources depend on the information

andphysicalresourcesnecessarytocarryoutgenerated'through'assessmentandevaluation. agency programs effectively and efficiently.

\h" ,ro* builder role comes into play whenever

This role involves a wide array of task includ- actors inside and/or outside the organization

with

ing marketing, fundraising, contracting, diverse interests must be brought together to

pur-

financial planning, budgeting and reporting, sue a common PurPose' so this role

is essential to

andaccountingforagencyperformance. advocacy, bouidary spanning' and organizing'

tEvaluator:assessingcommunityneedforLikewise'itisinconceivablethatamanagercould agencyProgramsandmonitoringprogrameffectivelyperformhisorherroleasaladyocate qualityandserviceoutcomeswithavarietyifheorshewasnotalsoproficientatboundary of research and information technologies'

spanningand policy practice'

o Policy practitioner: interpreting govern- mental policies and regulations pertaining

to agency op.rurlo*iroviding feedback Variations in Management

o.t ,h. effrcacy of poliry, and influencing poliry decision makers' Management

roles become'""t:-t'^lt:t-,t:lt*'

o Adyocate:fostering an awareness of emerg- under different circumstances or contlngen-

ingproblemsandunmetneeds;workingcies.oneimportantcontingencyistheorganiza- toorganizecommunityactionsystemstotionallevelatwhichthemanagerispracticing present gri.ru.r.", o, f..r, ro, change; and (Thompson,

1967). organizations generally have

lobbying for new or aLended legislation. at least three levels of management authority

and

t Supervisor: directing, advising' and evalu- responsibility: executive or institutional' middle

ating immediate sulordinates to improve or program management, and supervisory

man-

their performat'ce; assigtting work' Jevis- agement' The division of labor between manage-

ing effrcient work processes, and creating u ,i.nt l..r.ls tends to become more sharply defined

supportive *ork .li*ut. that is conducive as an organization becomes larger and more com-

to staff learning and job satisfaction. -

ft.*' In-a very small agency' for example' a direc-

o Facilitator:enhancingcommitmenttoagency ior mightperform rnost of the roles described

mission and values by promoting u, ur"nl "u"*, *rril.1n a large one, managers at each level

culturethatencouragesparticipatio,',.oI-arelikelytohaveamoredistinctandspecialized laboration, *rltrrut"'oiport' individual role

profile (Menefee' 2001)'

development,andeffectiveperformance.Atlheexecutiveorinstitutional|eve|areper- o Teom builder.leader: organizing commit- sons who

carry overall responsibility for directing

tees,coalitions,andworkgroupsbothinandcoordinatin's,ltreactivitiesoftheentireorga- and out of the agency and providing lead- nization

or a major portion thereof (e'g" a divi-

ership to enable effective group processes sion, a regional office)' Typical titles

for managers

that will lead to task accomplishment. at this level include chief executive officer

(cEo)'