SW745: SOCIAL WORK ADMINISTRATION: STRATEGIC MANAGEMENT AND CHANGE LEADERSHIP SYLLABUS, Spring 2006 San Diego State University School of Social Work Dr. Tom Packard Ph. 594-6723 E-mail: [email protected] Hepner Hall 135 Web site: http://chhs.sdsu.edu/facultydetail.php?ID=68 Office Hours: Monday 11:15-12:00, 1:00-3:30; other times by appointment I. PURPOSE AND DESCRIPTION This course is the second in a two-course sequence for students specializing in social work administration. This specialization is designed for students with some experience in social work. MSW graduates in this specialization will be equipped to assume positions as supervisors, middle managers of small agencies, or staff workers such as analysts or program specialists. Course objectives focus on two closely interrelated dimensions: analytical skills (e.g., conceptual and diagnostic skills) and application skills. The course will address both of these on each topic. This is based on the belief held by many managers and organizational consultants that managers must be able to both think and execute if they are to be effective. Students will be encouraged to think from an organizational perspective - looking at systems dynamics and the functioning of the organization as an entity - and to think like managers and leaders, with a broad perspective and an emphasis on both results and process. Also emphasized will be the importance of an action research perspective: action should be preceded by data collection and analysis. A contingency approach will be a common theme: there is no "one best way" to lead or manage; effective behavior depends on analysis of situational contingencies and action grounded in that analysis. On each topic, students will be encouraged to look for key elements or principles leading to effective administration and organizational performance. These can then be used in the future to guide administrative behavior. Finally, students will be encouraged to integrate concepts and class experience with knowledge and experiences from their field practicum and from other classes in an attempt to develop a comprehensive perspective or "world view." An overriding course theme will be organizational learning: how administrators and staff acquire and transfer knowledge to make their organizations more thoughtful, purposeful, responsive, and, ultimately, maximally effective. The first semester will address program design and core managerial processes and techniques such as management information systems, financial management, and human resource management. The second semester will focus on strategic management, leadership, organizational change management, and supervision. Both practice courses include attention to ethics and values issues and diversity and discrimination. SW 740 emphasizes race and ethnicity; and 745 emphasizes gender issues including sexual harassment, sexual orientation, and 1age and disability concerns. Both courses include attention to ethics and values issues. Teaching methods will include discussion (including applications to the field), lecture, videos, guest speakers, and experiential activities. Students will be expected to be able to list and discuss key points of assigned readings at each class session. II. OBJECTIVES At the completion of the course, students will be able to: Knowledge: A. identify organizational issues related to sex discrimination, sexual harassment, homophobia, ageism, and ableism and suggest ways to counteract them B. describe elements of a culturally competent organization C. list and describe key principles of leadership effectiveness D. describe different leadership styles and contingencies for their use E. describe commonly used change technologies and principles of organizational change F. describe criteria for effective organizational and management processes and assess an agency with reference to these criteria Skills: G. develop a strategic plan for an organization H. develop a marketing plan for an organization I. effectively lead an organizational task group or program J. identify an organization's problems amenable to organizational change and develop a viable change plan Values and Ethics: K. articulate key ethical and value issues affecting human service organizations and suggest ways to manage them III. OUTCOMES 2After completing this course, the student will be able to: C accurately assess the organization=s environment and internal strengths and weaknesses and develop appropriate strategies to further growth and development of the organization C effectively lead a program, unit, or organizational task group C implement appropriate and effective strategies to improve operations or processes in an organization C use principles of diversity to help make an organization more culturally competent and increase its use of and valuing of diverse employees C behave according to the Social Work Code of Ethics and related humanistic values IV. TEXTBOOKS AND READINGS Allison, M. & Kaye, J. (2005). Strategic Planning for Nonprofit Organizations, 2nd ed. New York: John Wiley & Sons. Proehl, R. (2001). Organizational Change in the Human Services. Thousand Oaks, CA: Sage Publications. Carlson, M. & Donohoe, M. (2003). The executive director's survival guide: Thriving as a nonprofit leader. San Francisco: Jossey-Bass. Austin, M. and Hopkins, K., Eds. (2004). Supervision as Collaboration in the Human Services. Thousand Oaks, CA: Sage Publications. Edwards, R., Yankey, J., & Altpeter, M. (Eds.), (1998). Skills for Effective Management of Nonprofit Organizations. Washington, DC: NASW Press. Reprints at Electronic Course Reserve and Blackboard. V. COURSE ASSIGNMENTS A. Management Audit: Each student will write an 11 - 13 page paper consisting of a management audit of the student's practicum agency. Use the form at Blackboard. This will be due on February 27 and will be worth 26% of the course grade. B. Organizational Change Plan: Each student will write a 10 -13 page paper consisting of a change plan based on problems or needs identified in the management audit. Use the attached format. This will be due on April 10 and will be worth 27% of the course grade. 3C. 360-degree feedback: Each student will write a 10 -14 page paper based on designated instruments and feedback to assess her or his leadership style. Follow the instructions