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Complete Part I of Stories of Transformation Leadership in the Human
Services. Please include readings from weeks one and two. Make sure you are referencing the actual agency and not the Alliance Group. This would be the agency ran by Allison Smith.

Write a 1,050- to 1,400-word paper that addresses the following:
Are the staff in this agency self-aware? Why or why not? Provide examples.
How do the staff members perceive the work they do? How is this perception affecting their relationship with each other? How might it be harmful to clients? Provide examples.
Based on the readings, how would you define personal values? What values do the staff of this agency hold? Are these values a good match for quality human services work? Explain.What belief system or systems do the staff adhere to? What are some beliefs that can be improved on or changed to create a better work experience, while maintaining quality in services delivered?
Format your paper consistent with APA guidelines.

Click the Assignment Files tab to submit your assignment.

Transformation Leadership in the Human Services

Are the staffs in this agency self-aware? Why or why not? Provide examples.

Self-awareness is a very important virtue in any agency or organization. In fact, it enables a person to acknowledge and understand what he or she feels. Personnel in an agency should show self-awareness as they render services to clients. As a result, they can easily recognize their feelings and the impact those feelings have on others. The staff in Allison Smith agency is self-aware since they understand the problems that the agency faces (Burghardt & Tolliver, 2009). The agency operates based on the philosophy of ensuring the clients and staff learns the ethics of self-care. The philosophical techniques comprise of dialogue, contemplation and listening. The staff must portray good conduct at all times especially when serving clients. Regina, for instance, informs Nick that she understands the problems that the agency is undergoing. She is aware that Allison has failed to plan about the future of the agency.

The agency is a non-profit organization thus the need to plan the use of funds in a proper manner. Despite the self-awareness portrayed by the staff, the management considers itself unable to make good decisions. This causes arguments to arise in a meeting that was intended to determine the effective use of the funds (Aarons, 2006).  Ritchie, a client overheard Alfred and Shondelle arguing and decides to knock the door in order to remind them of the rules. He tells them the essence of politeness as an inexpensive virtue. The agency philosophy makes people to realize that caring for oneself is necessary in the entire lifetime. The inability of the staff in the agency to follow self care may cause bad results in most areas of the organization (Burghardt et al., 2009). As a result, misunderstandings will ensue between clients and staff.

How do the staff members perceive the work they do? How is this perception affecting their relationship with each other? How might it be harmful to clients? Provide examples.

The short story “Salt and Pepper in the Pot” demonstrates the level of individualism in terms of staff perceptions towards work. For example, the meeting involves impolite words such as “you people” and “I can handle my department without any assistance.” These statements show the unhealthy relationships between the staff at the workplace.  In fact, most of them feel content in their own capacity and consider the contribution of others as unnecessary. Most of the professionals in the meeting have a perception that their work is strenuous and difficult. Burn out is a contributing factor towards the arguments that arise in the meeting including the comments related to budget cuts (Burghardt et al., 2009).  Allison Smith has failed to exude confidence among the staff members due to her inability to make decisions that will steer the agency in the right direction. This shows the poor relationship she has with the staff thus the frequent conflicts during meetings. Allison did not express her commitment towards the agency. As a result, she publicly declares her inability to make good decisions about the future of the agency thus making staff members develop feelings of uncertainty. Staff members could be arguing over the negative perception they have towards each other rather than the funding of the agency.

The meeting was about applying professionalism to establish how the agency and the departments would continue to function. Regina, the supervisor has odd perceptions towards the team especially Nick. She considers economic status and race as the contributing aspects to conflicts at work. Unhealthy perceptions and separation among colleagues are the cause of Regina’s negative reaction or attitude towards them (Burghardt et al., 2009). Poor perceptions among colleagues affect productivity especially in handling clients since they do not get all the attention they require. The team in the agency is not working towards a greater cause. In fact, the burn out shows the detrimental effect of the professionals towards the care that should be offered to the clientele. The inability to work collaboratively and offer proper treatment to clients is, therefore, associated with a lack of self-awareness and perception (Garman, Davis‐Lenane & Corrigan, 2003).

Top of Form

Based on the readings, how would you define personal values? What values do the staff of this agency hold? Are these values a good match for quality human services work? Explain.

Personal values dictate the behavior and perception of someone towards others. According to the readings, personal values resonate with the manner in which the operations at the agency are undertaken. Personal value is the ability to handle client’s requirements to their satisfaction while considering the views of others as necessary (Burghardt et al., 2009). The agency can be successful when the staff works collaboratively through idea-sharing in an effort to achieve the objectives.  The staff is always arguing about concerns that should be treated with the prudence it requires. The funding of the agency depends on proper decision making that will ensure its success in the future. The lack of perception and good attitudes among staff members is affecting the personal values of the agency. In fact, they are derailing the progress of the agency since everyone wants to be independent-minded.

Regina, for instance, considers collaboration difficult since the team members want to work on their own. Nick is already accusing Allison for the poor management of funds instead of helping to find a lasting solution to the woes in the agency. The clients are also involved in the wrangles as they are caught between the resolution of the management and that of the staff. The staff of the agency holds negative values such as impoliteness, insults and false accusations since they do not believe in each other’s work. Rather than working towards a common goal, they keep arguing in meetings as everyone strives to pursue individualism (Manning, 2003). These values have a negative impact on the quality of human services work. Clients believe that the staff should act as their role model by behaving morally and addressing their concerns with integrity. However, this is not the case since they keep arguing and faulting each other over funds that should care for the wellbeing of the clients.

What belief system or systems do the staff adhere to? What are some beliefs that can be improved on or changed to create a better work experience, while maintaining quality in services delivered?

The staff believes in the spirit of individualism in attending to clients. The conflicts in the meetings they attend are attributed to the lack of harmony among the staff members. They do not engage each other in agency activities and have instead chosen to criticize their colleagues in one way or another.  The staff believes that working at an individual level yields more results and prevents contradiction. Decision making is done on individual grounds rather than a group. The perceptions they have towards each other is not conducive for the agency (Burghardt et al., 2009). The agency should be attuned to the spirit of service to clients without arguments with regards to funding and other agency concerns. Although the staff comprises of different personality traits and attitudes, it is necessary that collaborative effort is acknowledged for the success of the agency. The lack of open-mindedness is also evident in the agency since Allison fails to involve the staff on matters of funding. The chaos in meetings is attributed to the inability to account for funds and the need for adequate planning for the future of the agency. The arguments among the staff demonstrate the belief that issues cannot be resolved in a polite manner without quarrelling.  The management under the leadership of Allison Smith is unable to make good decisions about the future of the agency. The belief in this case, is the lack of necessary mechanics to help with the budgeting for future of the agency.

The agency should improve on the individualistic aspect at the workplace so that the staff can work collaboratively towards a common goal. Regina will not be able to supervise the team unless there is collaboration or collective effort among the teammates. Allison should also engage the staff in the decisions regarding the funding of the agency. The involvement will reduce the conflicts and arguments during meetings. As a result, everyone will be working towards a consensus that seeks to create a better working environment for the staff (Mary, 2005). It is necessary for preparedness to prevail in the agency for the purpose of ensuring there is awareness about what goes on. Besides, the staff should realize that without the ethical guidelines that relate to dealing with clients, the agency will not operate as expected. Client interest should be safeguarded since they showcase the essence of the agency’s existence. The staff should acknowledge that clients are looking up to them as role models. As a result, they should portray themselves as worthy at all times. The clients need to be encouraged that the staff comprises of a strong team that can easily handle their grievances to satisfaction.

 References

Aarons, G. A. (2006). Transformational and transactional leadership: Association with attitudes toward evidence-based practice. Psychiatric services57(8), 1162-1169.

Burghardt, S., & Tolliver, W. (2009). Stories of transformative leadership in the human services: why the glass is always full. Sage.

Garman, A. N., Davis‐Lenane, D., & Corrigan, P. W. (2003). Factor structure of the transformational leadership model in human service teams. Journal of Organizational Behavior24(6), 803-812.

Manning, S. S. (2003). Ethical leadership in human services: A multi-dimensional approach. Pearson College Division.

Mary, N. L. (2005). Transformational leadership in human service organizations. Administration in Social Work29(2), 105-118.

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