Human Services Management: Organizational Leadership in Social Work Practice

By David M. Austin | Go to book overview

EIGHT
LEGITIMATORS AND FUNDERS

Money should never be separated from mission. It is an instrument, not an end. Detached from values, it may indeed be the root of all evil. Linked to social purpose, it can be the root of opportunity.

—Rosabeth Moss Kanter (1997:279)

MOST ORGANIZATIONAL constituencies are primarily concerned with the nature of the services produced by a service organization and with the persons who receive those services. Legitimators and funders are particularly connected to issues that involve conformance to standard expectations for organizational behavior and appropriate and efficient/effective use of financial resources. Each legitimating source or funding source/funding stream imposes important constraints on the human service organization (Grønbjerg 1993). Some of these constraints can directly effect the future existence of the service organization. Human service start-ups, community-based organizations, and cause-oriented organizations often face a choice between protecting their autonomy and their mission commitment, and accepting the constraints that may come with the additional funding that would support an expansion of services (Hyde 1992).

Although service personnel have a personal and professional concern with the availability and quality of the services they provide to service users, they also have a very immediate concern with the continued existence of the service organization and their own continued employment. Organizational employees as a constituency are thus directly affected by the requirements and expectations of both legitimating and funding sources.

Fulfilling the expectations of legitimating sources and funding sources becomes a critical element in the ongoing operation of the organization. Conditions attached to funding—for example, state or federal funding— may have a direct impact on administrative procedures, the nature of the

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Human Services Management: Organizational Leadership in Social Work Practice
Table of contents

Table of contents

  • Title Page *
  • Contents *
  • Foreword vii
  • Preface xi
  • Acknowledgments xv
  • One - Introduction 1
  • Two - Human Service Organizations 30
  • Three - Stakeholder Constituencies 59
  • Four - Organizational Structure and Program Design 89
  • Five - Service Delivery Networks 138
  • Six - The User/consumer Constituency 184
  • Seven - Organized Professions and Human Service Organizations 216
  • Eight - Legitimators and Funders 281
  • Nine - The Human Service Executive 322
  • Ten - Boards of Directors and Advisory Committees 354
  • Eleven - Accountability 396
  • Twelve - Dealing with Change 423
  • References 449
  • Index 479
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