Human service programs have gone from a period of rapid growth in the 1960s and early 1970s to a period of retrenchment in the 1980s. The changing political and economic context has forced these programs to undergo major organizational transformations and to adopt different administrative strategies. These include degovernmentalization of social services, reliance on cutback management, and deprofessionalization of human-service workers. The article explores the implications of these developments on the delivery of services to the public.
Get full access to this article
View all access options for this article.
References
1.
1. Steven P. Segal and Uri Aviram, The Mentally Ill in Community-Based Shelter Care: A Study of Community Care and Social Integration (New York: John Wiley, 1978).
2.
2. Stuart D. Brandes, American Welfare Capitalism, 1880-1949 (Chicago: University of Chicago Press, 1976).
3.
3. Kristen Gronbjerg, David Street, and Jerry Suttles, Poverty and Social Change (Chicago: University of Chicago Press, 1979), pp. 3-12.
4.
4. Ann Shola Orloff and Theda Skocpol, “Why Not Equal Protection? Explaining the Politics of Public Social Welfare in Britain, 1910-1911, and the United States, 1880s-1920s,”American Sociological Review, 49: 726-750 (1984).
5.
5. Gronbjerg, Street, and Suttles, Poverty and Social Change, pp. 9-12.
6.
6. Yeheskel Hasenfeld, Human Service Organizations (Englewood Cliffs, NJ: Prentice-Hall, 1983).
7.
7. Michael Lipsky, Street-Level Bureaucracy (New York: Russell Sage Foundation, 1980).
8.
8. James T. Patterson, America's Struggle against Poverty (Cambridge, MA: Harvard University Press, 1981).
9.
9. Ralph Kramer, Voluntary Agencies in the Welfare State (Berkeley: University of California Press, 1981).
10.
10. B. Bensonet al., Social Services: Federal Legislation vs. State Implementation (Washington, DC: Urban Institute, 1978).
11.
11. W. Allen Spivey, “Problems and Paradoxes in Economic and Social Policies of Modern Welfare States,” this issue of The Annals of the American Academy of Political and Social Science.
12.
12. Lester C. Thurow, The Zero-Sum Society (New York: Basic Books, 1980).
13.
13. Mayer Zald, “Demographics, Politics, and the Future of the Welfare State,”Social Service Review, 51:110-124 (1977).
14.
14. Howard Aldrich, Organizations and Environment (Englewood Cliffs, NJ: Prentice-Hall, 1979).
15.
15. David A. Whetten, “Organizational Decline: A Neglected Topic in Organizational Science,”Academy of Management Journal, 5:577-588 (1980).
16.
16. George E. Peterson, “The State and Local Sector,” in The Reagan Experiment, ed. John L. Palmer and Isabel V. Sawhill (Washington, DC: Urban Institute Press, 1982), p. 171.
17.
17. J. N. Danzinger and P. S. Ring, “Fiscal Limitations: A Selective Review of Recent Research,”Public Administration Review, 42:47, 55 (1982).
18.
18. Peterson, “State and Local Sector,” pp. 157-218.
19.
19. Peter L. Berger and Richard J. Neuhaus, To Empower People: The Role of Mediating Structures in Public Policy (Washington, DC: American Enterprise Institute, 1977).
20.
20. Kramer, Voluntary Agencies in the Welfare State, p. 153.
21.
also E. S. Savas, Privatizing the Public Sector (Chatham, NJ: Chatham House, 1982).
22.
22. Ralph M. Kramer and P. Terrell, Social Service Contracting in the Bay Area (Berkeley: University of California, Institute of Governmental Studies, 1984), p. 30.
23.
23. Lester M. Salamon and Alan J. Abramson, The Federal Budget and the Nonprofit Sector (Washington, DC: Urban Institute, 1982).
24.
24. See, for example, AFSCME in the Public Service, Passing the Bucks: The Contracting Out of Public Services (Washington, DC: American Federation of State, County and Municipal Employees, 1983).
25.
25. Neil Gilbert, Capitalism and the Welfare State (New Haven, CT: Yale University Press, 1983), p. 9.
26.
26. Paul Starr, The Social Transformation of American Medicine (New York: Basic Books, 1982).
27.
27. N. R. Kleinfield, “Operating for Profit at Hospital Corp.,”New York Times, 29 May 1983.
28.
28. “Membership Survey Shows Practice Shifts,”NASW News, 28:6-7 (Nov. 1983).
29.
29. Savas, Privatizing the Public Sector, pp. 118-156.
30.
30. Kramer, Voluntary Agencies in the Welfare State, pp. xiv-xxii.
31.
31. Gilbert, Capitalism and the Welfare State, p. 16.
32.
32. Whetten, “Organizational Decline,” pp. 577-588.
33.
33. W. Richard Scott, “Organizational Theory: A Reassessment,”Academy of Management Journal, 17:242-252 (1974).
34.
34. C. Levine, I. S. Rubin, and G. Wolohojian, “Managing Organizational Retrenchment,”Administration and Society, 14:101-136 (1982).
35.
35. A. Glassberg, “Organizational Responses to Municipal Budget Decreases,”Public Administration Review, 38:325-332 (1978).
36.
36. Lipsky, Street-Level Bureaucracy.
37.
37. B. Bozeman and E. A. Slusher, “Scarcity and Environmental Stress in Public Organizations,”Administration and Society, 11:47-55 (1979).
38.
38. Albert O. Hirschman, Exit, Voice and Loyalty (Cambridge, MA: Harvard University Press, 1970).
39.
39. L. Greenhalgh, “Maintaining Organizational Effectiveness during Organizational Retrenchment,”Journal of Applied Behavioral Science, 18:155-170 (1982).
40.
40. Starr, Social Transformation of American Medicine.
41.
41. P. J. Pecora and M. J. Austin, “Declassification of Social Service Jobs: Issues and Strategies,”Social Work, 28:421-426 (1983).
42.
42. Marie Haug, “The Deprofessionalization of Everyone?”Sociological Focus, 8:197-213 (1975).
43.
43. Eliot Freidson, “The Reorganization of the Professions by Regulation,”Law and Human Behavior, 7:279-290 (1983).
44.
44. Albert O. Hirschman, Shifting Loyalties (Princeton, NJ: Princeton University Press, 1982), p. 41.
