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Building the Knowledge Base of Nonprofit Management:
A Searchable Database
Implementing Welfare Reform and Guiding Organizational Change
Abstract
Federal welfare reform has provided the impetus for profound changes
at the level of county public social service agencies as they respond
to mandatory work requirements & time limits for their clients. At
the forefront of this change are the directors of these agencies who
are leading a process of cultural, systemic, & community change.
This study looks at qualitative data drawn from interviews &
ongoing consultation with 10 county social service directors as they
reflected on the first two years of welfare reform implementation. The
key findings include: (1) identification of major organizational
challenges; (2) the core values guiding the directors' leadership of
the change process; & (3) lessons emerging from reflection while
engaged in the change process. The learning organization principles
outlined by Senge (1990) form the framework for interpreting the
findings. 2 Figures, 3 References. Adapted from the source document.
Journal
(2002)
vol26
no1
pages61-77
Categories
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Nonprofit Organizations (Theory)
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Organizational Environment
