Management Leadership Qualities Within a Nonprofit Human Service Organization

Dr. Sharon Reed

• Publisher: Christian Faith Publishing, Inc.
• Year: 2021
• ISBN:
  9781638443612
• Topic: Betriebswirtschaft
• Subtopic: Leadership

"Management Leadership Qualities within a Nonprofit Human Service Organization." After interviewing five hundred employees of a nonprofit human service organization concerning leadership skills within the human service field, she analyzed the relationship of leadership behaviors such as personal support, objective emphasis, and work easing to the didactic and professional backgrounds of managers within human services.

The worst place an employee can be is stuck at an organization with a manager who lacks leadership qualities and don't care about their development, opportunities for growth and advancement. No matter how great an organization's product and services maybe, if the management in a nonprofit organization is dysfunctional, that organization will have service problems. It's time nonprofits realize that all the money or peaks in the world will not retain good staff if they have managers who lack leadership qualities. A bad manager can take a good staff and destroy it, causing the best employees to flee and the remainder to lose all motivation. A leader who has leadership qualities can create an environment where people feel safe to be themselves, which will allow them to produce their very best, resulting in the increase of employee turnover.

Chapter 1: Introduction

Introduction to the Study

Newman, Guy, and Mastracci (2009) showed that human service employees go through emotive labor. They decided the most momentous challenge before individuals working within the human service field is that workers who happen not to be wasteful in their work have less humane and considerate traits. Leadership in the business industry is a subject that has been extensively analyzed from many points of view. Then again, the nature of leadership in human service organizations is a subject with greater dynamics. Most human service organizations are nonprofit because the founders of the organizations are concerned with serving people who have restricted means.

The makeup of many nonprofit human service organizations is as follows: group residences and halfway residences; correctional, cerebral disability, and public mental health centers; family, children, and youth service bureaus; and programs concerning intoxication, substance misuse, domestic aggression, and the elderly. The area of human services is generally defined, distinctively approaching the objective of encountering human wants through an interdisciplinary knowledge base, concentrating on prevention in addition to remediation of difficulties, and preserving a dedication to enhancing the general quality of life of service populations. The human services organization is one that further enhanced service delivery techniques by addressing not just the quality of direct services but also by looking to enhance user-friendliness, answerability, and coordination among workers and bureaus in service delivery.

Various human service organizations follow the pyramid makeup, which unifies concluding authority in one manager. Characteristically, the pyramid structure identifies two well-defined business processes, administration and supervisory. At one end, the manager supervises administrative functions with the aid of exceptional assistants (Department of Human Services, Dane County 2008). There are usually boards of directors. Below the board of directors is the chief executive officer, who oversees the middle and lower-level managers who supervise the workers. The managers and the supervisors are the main points of communication for the family members and custodians of the persons obtaining services. They supervise a caseload and make certain that every individual is getting suitable, high-quality services. They also oversee the direct-care providers. As a result of the double role managers carry, they are in the position that this study addresses because the two roles require different kinds of administrative, organizational, and leadership skills.

Background of Study

This study sought to establish the leadership skills managers in nonprofit human service organizations obtain. Persons who decide to work in the field of human services as part of their vocation are characteristically caring and unselfish individuals because the intention of their work is to enhance the lives of others in addition to the salaries, which are significantly lower than those of careers with comparable levels of responsibility and didactic requirements in for-profit organizations (Dias and Maynard-Moody 2007). Therefore, the managers of human service organizations possess different challenges than managers of other organizations because the culture of the companies is very reliant upon interpersonal relationships made by workers and clients. The human service business is multifaceted and entails decisions made by government, social, and organizational leaders (Glisson 1978). Within the human service, manufactured goods are not sold; but a service is provided for persons with disabilities, families who require extra support, individuals with psychological illnesses, and persons with drug and alcohol dependence.

The ethos of the organizations that provide these services are frequently different from organizations that manufacture a product to be sold since these organizations spend a considerable amount of time with the clients of these services (Shapiro and Hassinger 2007). This kind of employment is not suited for every individual because of the culture that exists in the field (DelCampo 2006). An organization builds on its organizational culture over time. As the organization develops, the culture is less likely to be influenced by the addition or subtraction of one worker. Therefore, it is significant for new workers to fit into the existing culture since it is less probable that the culture will adjust to them (Weinberg 2005). Within the human service field, the culture may be fashioned by the mission of the company. The goal of the administrators and managers is to carry out the mission of the organization, which is frequently focused on helping a particular population in the most well-organized and effective way possible.

Department of Human Service

Throughout numerous organizations, the human services sector makes available healthiness, education, and welfare from cradle to grave. Human services are comprehensive interdisciplinary fields with an obligation to enhance the general excellence of life in varied populations through meeting basic human wants and alleviating social difficulties. Frequently referred to as social amenities, human services involve the occupations that provide services to people, especially on occasions of vulnerability or crisis. Human services workers abet others in finding a way through frustrating states of affairs to overcome obstructions, find their self-adequacy again, and move forward in their lives. A human service usually includes service work in government extensions, nonprofit organizations, social service agencies, private practices, hospitals, and mental health centers. Human service businesses make available housing, vocational, conveyance, and psychological-healthiness support to persons with developmental disabilities, physical disabilities, psychological well-being, in addition to disadvantaged persons and families (Greene and Burke 2007). The ethos of organizations within the human service field is extremely unlike any other organization. Therefore, it is significant to be aware of the derivation of these policies that organizations within the human service field are required to pursue. The policies, because of their inflexibility, as well as the monetary support from the Department of Human Services, serve a function in creating the ethos in the many organizations they influence.

The upbeat purpose of the Department of Human Services is that it is a way to systematize public services subsidized by local governments. The organization accepts money allocated by means of the national or county fiscal plan. Not-for-profit organizations involve organizations that might accept considerable community funding, but that remain privately managed and under the guidance of an executive board with everyday management by a director. Any profits accruing to these organizations either go back into the agency’s budget or are returned to the funding supply. It then handles the funds to make the most of the number of persons who are able to benefit from the funds allocated. The company also gives a suite of controls to make certain that individuals are in receipt of the services they require in a suitable way. This means the coffers are utilized to employ the most answerable persons to give the most effective services to those within the population (“Department of Human Services, Dane County” 2008). They are very reliant on outside contributors to put money into their organization that brings them into increasingly complex relationships with their task surroundings (Weisbrod 1997).

Currently, there are a significant number of dysfunctional aspects to this system of government (Havighurst et al. 2001), such as the time clients wait before receiving services. Not only does the application take time to be approved, but then the person must wait until the information is verified. This may leave the individual with no assistance for quite some time. Also, this takes time because everything has to go through a long chain of command, which indirectly causes people to suffer. Funding is another dysfunctional aspect of the program. There are many organizations within the Department of Human Services that require funding. When human service budgets shrink, a conservative political climate is created or reinforced, leading to a retrenchment in spending on human services by governmental and private sources. The department has a limit on the funds that can be dispersed, which does not allow some organizations to receive funding. These are issues directors and managers must address in their role in managing the budget.

The employees who work in the human services organizations have the privilege of being able to help others through their jobs (Weber 2007). Whenever a program is developed or maintained, that program helps numerous people. One aspect of the department is to allocate funding to people with developmental disabilities so they can purchase services from private companies. This funding allows these people to reside in group homes with assistance from support workers. The amount of assistance each individual needs is determined on a case-by-case basis. This determination is also the role of the director.

Directors working in the department or private companies are also pressured because the funding available for programs is very limited (Cosmides and Tooby 2004). They must allocate money based on priority, which can be difficult when many of the programs are equally important. Also, employees may want programs to progress quickly because they are able to help more people this way; but due to the structure and requirements the government has imposed upon them, efficiency is not always possible. The requirements people must go through are necessary to prevent fraud by people who do not require services.

The customers of these types of organizations are people in the community who rely on support from the government because they would not be able to function successfully in the community without assistance (“Department of Human Services, Dane County” 2008). These groups include people with disabilities, people with drug and alcohol problems, people who need social assistance, and a variety of other groups. The lives of these people are affected on a daily basis due to the decisions that are made and guidelines the department puts in place. If people did not receive services, they would either be on their own or find other nonstructured ways to receive support such as homelessness and crime.

Statement of the Problem

In an exte...