TEAM BUILDING: AN APPLICATION OF GROUP LEADERSHIP SKILLS TO CASE MANAGEMENT IN CHILD PROTECTIVE SERVICES.
Item
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Title
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TEAM BUILDING: AN APPLICATION OF GROUP LEADERSHIP SKILLS TO CASE MANAGEMENT IN CHILD PROTECTIVE SERVICES.
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Identifier
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AAI8312378
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identifier
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8312378
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Creator
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WEGENAST, DAVID P.
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Contributor
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Prof. Irving Weisman
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Date
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1983
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Language
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English
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Publisher
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City University of New York.
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Subject
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Social Work
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Abstract
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This project discusses an in-service training program on team building which presented group leadership concepts to child protective service workers as a means of developing more effective team interaction while conducting case management functions. The design of the training program focused on the application of group leadership skills to work-related needs of the worker's own choice regarding case management. The setting in which the training program was conducted was a large metropolitan Department of Social Services.;Team building was defined as the collaborative use of group leadership skills by members of work teams. Group leadership was defined as behavior patterns (as opposed to formal role assignments) used by individuals within a work group to influence others in task functions and maintenance functions. Group leadership skills taught in the training program included the use of collaboration, inclusion, problem-solving, conflict resolution, contracting, feedback and termination.;Employee oriented leadership at the team level was viewed as a means of integrating the needs of individuals and of formal organizations as these two sub-systems interacted in pursuit of organizational goal attainment and individual need satisfaction. The ultimate goal or purpose of the training project was to increase the work unit's ability to perform case management functions by utilizing group problem solving techniques and through individual employee partnership in and responsibility for the affairs of the organization.;Outcomes of the training program are discussed in light of conditions necessary for organizational development as a strategy to build effective work teams. Conditions discussed include the need for a sense of ownership of the program and a mandate for team building by both participants and managers, active involvement of staff and management in diagnosis of needs prior to training, structured linkage between administration and employee work groups as a part of the training program, and relevance of the content of the program to agency procedure.
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Type
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dissertation
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Source
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PQT Legacy CUNY.xlsx
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degree
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D.S.W.
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Program
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Social Work
