Discussion Question need back right away!!!! no later than 11:00 pm tonight

officer (CEO) and playing a major role in organi-

zation management, including most personnel

decisions (Lerby, 1978; Waite, 1960)'

The Emergence of Management in the 20th CenturY

By the early 20th century, virtually all non-

profit agencies had adopted "techniques of intra-

ug..r.y [and interagency] coordination and the

incorporation of ideas from business manage-

ment such as standardized forms, regular reports

to 'stockholders,' and the use of 'cost/benefit analysis' to determine the allocation of agency resources." This focus on standardization and

efficiency was not confined to the nonprofit sec-

tor. Public sector social welfare leaders, such as

Homer Folks in NewYork, "repeatedly stressed the

importance of sound administration, ' ' ' control'

cost efficiency, and [interorganizational] cooper-

atiod' (Wenocur & Reisch, 1989, pp' 49, 51)'

The fusion of charitable and corporate princi-

ples helped the COS win financial and political

,porrro., within the business community, as did

iis embrace of "technology" in its methods of intervention, organizational structure, and administrative procedures (Margolin, 1997)'

With this support, the COS sought to establish

some degree of order and coordination in the

human services field and made systematic efforts

to eliminate public poor-relief programs (Kaplan'

DIMENSIONS OF HUMAN SERVICES MANAGEMENT

cise control over relief rec

lacked specific training in these areas' district agents were responsible fot otganizalional man-

alement, fundraising' recruitment, and super-

vision. Within a generation, most COS no 1o

used volunteers, although the application

business principles was not universally embr

(Reisch & Wenocur, 1982)'

The career of MarY Richmond these trends' In many ways, Richmond was

first female career social welfare administr

known for her books on social casework' she

also a nation ally tecognized writer and

about human services administration who

and board (Pittman-Munke, 1985)'

particularly concerned about the respecti

responsibilities of the organization's executi

holding executive positions in the Baltin Philadelphia, and NewYork COS' Although

$ Settlement houses, rvhich also began to 4[ inUfficonstitutedasi

during the Progressive Era, when its I

oriented goals, particularly around such i

pattern of nonprofit oJrcmzlle! Many set

*."tilG Hrtl H*r* in Chicago, ilere initi

.iil.rti"llv fundraising bodies (Carson, I wh.;th. "ffi;l

f"under retired or died'

: .- * - , o F6?iri xfi-?;Tha?r n e:i6iii6A6;ard- domi

ever, the relationship befiveen the board and

new headworker often resembled that of

director and board in other nonprofit agenc

The Settlement Movement grew

child labor, the unionization of women

education, public health, and housing'

widespread support. By 1910, there were

than 400 settlements, including those

and women by advocating for the establi

by African Americans. The movement had

national impact on conditions affecting chil& -"rcag1{,9fg|&Js, (Margolin' t 99]1 fv;n

a cln*ard---. rs95). ln addition, many COS clients regarded the "new charity" as alien and preferred

the systems of self-help and mutual aid their

communities established (Chan, 1991; Hine'

1990; Mandler, 1990; Rivera, 1987)'

In the 1890s, as the COS model became more

widespread, paid staff-usually called "district

agents"-replaced volunteers' Although they

of the juvenile court system, state-funded

ers' pensions, anti-child labor laws, and

health reforms (Chambers, 1963; Davis' 1

Lasch-Quinn, 1993).

Like the COS, settlement houses

many of the features of corporate ma