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Administering alternative social agencies: educational implications
Abstract
An array of alternative social agencies has been created in the 1970s and 1980s, organized to meet new social needs and to serve populations not eligible for existing social programs in either the public or voluntary sectors. Leadership in these organizations merits special attention, since these systems are neither traditionally managed nor traditionally organized. A study explores the implications for professional education in leadership roles based on the assumption that social work is an appropriate professional base for the preparation for leadership in alternative social agencies. Highlighted in the study are the essential characteristics of alternative organizations, the leadership characteristics appropriate for these settings, and implications for curriculum design, including both classroom and field content in graduate programs. (This issue of Administration in Social Work has eight additional articles on alternative social agencies.) (Journal abstract, edited.)
Journal
(1988)
vol12
no2
pages109-118
Categories
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Education and Training
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Staff Development and Training
