Management in Human Service Administration

This article explores different evidence-based practices on how managers lead contract-based delivery of human service. The study conducted a survey where 193 managers in human service departments in San Francisco examined the relationship between managerial roles, involvement, and contract-based coordination processes. From the findings, the coordination of such services was less challenging at the executive levels of management than the lower levels of management. Human service in contract-based management, managers, or employees of different organizations collaborate to deliver human services to their clients. Some of the human services include mental health providers, physical therapy, and nutritionists. Based on the article, mental health providers, especially the service coordinating managers, face the most challenges due to the diversity of their clients.

            According to the found hypotheses about traditional management-based programming, managers vary in their engagement with contract-based services. This study aimed to understand conceptual models on managerial determinants of human service contracts. Quantitative data would guide the findings in this research, obtained from human service agencies across the San Francisco Bay Area region. According to the results, boundary spanning, organizational role, and managerial contract involvement mattered the most to the managers examined. In the coordination process, they relied on the financing and policy implementation to facilitate some of the complex service coordination processes. In their involvement, the quantified reliance on higher problem-solving skills to ensure that these services are delivered. Similarly, trust across the board was an important factor, which helped them maintain relationships with the teams. Finally, communication skills, both written and verbal, were important ways of enhancing responsibility within their organizations. Furthermore, being responsible for their communication allowed them to support their employees to perform better regularly. This was enhanced through training, coaching, and regular appraisal of tasks completed. In that regard, a manager in this sector needed a university education to deal with most of the challenges they face. Having a minimum of a university degree ensures that one can effectively communicate both in the speech and written forms. Through this understanding, the managers that do not have university education can also look for that education as they continue with their practice. This education, combined with their experience, will ensure that they are in the direction for effective management of their services and staff. In that regard, they will enhance motivation and performance across the board.

            Some of the limitations lied in the study design. The study used a single-level managerial survey that led to variable omission bias at the organizational level. The county director was used to distribute the invitation to the survey. In that regard, there may be preferential bias for the managers that were brought on board. Second, there may be a measurement error for the dependent variables, mostly when some respondents were unfamiliar with different forms of service coordination. Therefore, non-significant relationships could have been established if a large sample size existed. However, the 193 managers that responded may have represented a larger population effectively in different dimensions. Another limitation is that the study findings relied on a single region. In that regard, it is unclear about human service organizational settings, and contract-based service delivery differential experiences among managers.

Article Critique

            In this study, three dependent variables that reflect on managerial perceptions of contract-based service coordination are elaborated. They include communication with primary contract counterparts, customer satisfaction, and coordination with outsourced services. The effective administrative experience was also measured using two parameters, including the level of education and race/ ethnicity. These hypotheses were used to understand the differences between perceived ease of service coordination. According to the study, some managers found it easier to work in cross sectors, while others found it challenging. Cross-sector service contracting leads to critical development stages of the design and involvement. This can be tracked from the challenges they encounter during their daily works. According to research, the level of education of a manager determined their learning capabilities. Highly learned individuals found it easy to learn from the challenge they experienced in the service encounters. Therefore, in articulating solutions, they are also keen not to repeat the mistakes they previously did (Moore, 2019). Furthermore, they can see the vision of the entire program and can direct their teams in that direction. This ensures that the goals are attained within the specified time in their goal statements.

            In the article, the art of communication in the coordination of services has been explored deeply. Relational contracting, which was the most efficient method of service coordination, relied on strong collaborative partnerships with different counterparts in the contract. This bond would be developed through effective communication and sharing of vision and objectives. The integration of employees in this communication also enhanced their diligence towards service delivery. Overall, this means that all stakeholders involved in delivering human services such as mental health treatment and guidance are well-versant with what is required of them. Also, they can gain independence when they understand the main factors to consider sufficient delivery of services. Furthermore, service delivery is dependent on managers’ experience, which determines the integration of the human capital with the requirements and needs of a client. Service coordination will also depend on talent, in that there are some people talented in working in such environments while others are not (Vourlekis, 2017). In that regard, managers need to look out for these talents before hiring an individual to provide human services. Therefore, the functional development of relationships in the service coordination of human services allows managers to effectively and efficiently coordinate services.

Resources for management in human services

Indeed.com

Indeed.com is a human resource management company that connects people to their dream job. They ensure that companies find disciplined, goal-oriented, and interpersonal-skilled individuals to fit an organization’s human resource requirements. This website will help me in the future in my practice as a manager in human services coordination. For instance, posting my job offers and requirements on the website will expose the information to over 10,000 potential employees. The company will help me to filter some of the requirements and give me prospective candidates for the jobs. In that regard, looking for talent will be easier.

Glassdoor.com

Glassdoor.com is another human resource management company that has a diverse portfolio in placements across major industries. In human services coordination and management, I will require diverse support teams to ensure all necessary services are provided. For instance, there are technical works to be conducted, professional work, and managerial work. Therefore, on the site, I can find most of these candidates through posting the offer on the site. This would guarantee me some of the best employees.

References

McBeath, B., Chuang, E., Carnochan, S., Austin, M. J., & Stuart, M. (2019). Service coordination by public sector managers in a human service contracting environment. Administration and Policy in Mental Health and Mental Health Services Research, 46(2), 115-127.

Moore, K. (2019). Social Determinants of Health: Addressing Barriers Through Screening, Referrals, and Care Coordination. North Carolina medical journal, 80(5), 306-311.

Vourlekis, B. (Ed.). (2017). Social work case management. Routledge.