This chapter discusses legal methods that noncitizens can use to enter and stay in the United States (US) for a long term. US immigration law sets out a variety of ways in which noncitizens can enter the country legally. When confronted with a noncitizen client, service providers may want to ascertain how the person first entered and what immigration status the person is in now, as a way to later determine a legal remedy. However, knowing the legal classification and method of entry will help the service provider in understanding the legal as well as social service needs and aid the provider in making referrals to immigration specialists as well as other places that could help with the client’s needs. For noncitizens entering the US who are already recognized as refugees, the service provider’s role is perhaps most relevant in providing mental health counseling.
Your search for all content returned 237 results
This chapter addresses theoretical and conceptual resources for practice with immigrant populations with the intention of identifying conceptual frameworks and ideas that can serve as guides to assist in the development of practice orientations and skills, which meet the multifaceted needs of immigrants and their communities. It discusses assumptions about the role of theory as well as implications for skills and interventions. The chapter discusses theories and concepts that can frame practice with immigrants, beginning with themes and issues currently discussed in the sociopolitical context and the American sensibility about how to respond to immigrant presence. Overreliance on factors related to individual behavior risks blaming the victim, which can result in social workers colluding with a largely unresponsive and unreceptive environment. Theories that promote an understanding of the sociopolitical context of immigrant populations, as well as linguistic and cultural competencies, are essential for effective social work practice.
This book brings together the work of experts from a variety of fields such as adult development, adult education, family science, family therapy and counseling, gerontology, psychology, social work, and sociology. It is organized into four sections, each of which contains chapters reflecting a given theme as it pertains to grandparenting. Section one explores the breadth of the grandparent role from multiple theoretical perspectives, explores both quantitative and qualitative research methodologies in the study of grandparenting. It examines cohort effects and emphasizes the multigenerational developmental contexts in which grandparents and grandchildren are situated. In addition, it presents variations on grandparenting: grandfathers, great-grandparenting, and step-grandparents. Section two focuses on the diversity among grandparents, examining such issues as variations in sexual orientation in such persons, grandparents who are raising their grandchildren, and changing gender roles among grandparents. Section three examines the difficulties and challenges that grandparents face in enacting their roles as well as the resources and strengths they bring to bear. It discusses the impact of having to cope with both acute and chronic illness on intergenerational relationships, the design and implementation of interventions to positively affect emotional functioning. It discusses the clinical case study approaches to helping grandparents, resilience and resourcefulness in the face of stress. Section four emphasizes the societal and cultural aspects of grandparenting, exploring issues of race and ethnicity, grandparent education, global grandparenting, and many dimensions of social policy as they relate to grandparents. The last chapter pulls the material together in presenting a multidimensional, multileveled, and dynamic picture of grandparenting stressing the influence of evolving historical and interpersonal contexts on such persons and their grandchildren. It also offers suggestions for future research over the next two decades.
This chapter discusses the extent to which research is fundamental to the delivery of human services. One should consider the following questions while reading the chapter: How does research impact human services?; What are the goals of social research and how do they relate to the goals of human services?; What lessons can you learn while studying research methods that can be applied to the planning and delivery of human services?; How can research be used to help reduce bias in human services? Research in the human services generally focuses on following goals: description, prediction, explanation, or evaluation. The chapter discusses the distinctions between basic and applied research and between human service practice and policy through five focal areas or applications where research is used in the human services: understanding human functioning in social environments, policy planning and development, assessment of client functioning, program evaluation, and practice effectiveness evaluation.
Leaders and managers are responsible for managing and overseeing key organizational functions. These functions include diverse tasks such as managing staff, budgets, and information technology; creating and implementing strategic plans; and cultivating an atmosphere where staffs are motivated and encouraged to achieve the organizational goals and mission. This chapter explores how leaders manage organizational functions. Inherent to managing organizational functions is the ability to lead, inspires, and motivates staff to move beyond cynicism and complacency in order to perform in an optimal manner. It identifies examples of organizational dysfunction and ways to overcome various organizational dysfunctions. Leaders and managers are encouraged to model exemplary behaviors to inspire staff and to engage in ethical behaviors. Finally, the chapter reviews the importance of acknowledging diversity and taking steps to ensure that the organization provides culturally competent services to clients or students.
This chapter addresses relevant community collaboration concepts such as the importance of engaging with the organizational domain and task environment with which an agency must interact. It presents various ways which agencies can interface with and influence elements of the task environment by forming partnerships, networks and collaboratives. The importance of using coalition building as a strategy of policy change has been emphasized. If appropriately implemented, these tools enable organizations to better engage with the broader communities within which they are embedded, and through doing this, more effectively achieve their organizational goals. Whatever community collaboration strategies or approaches are utilized to achieve organizational goals, they are an important facet of agency leadership with which social work practitioners must be familiar. The chapter describes the attainment of greater competency in community outreach and collaboration strategies that enables agency leaders to improve the delivery of social welfare services to the populations they serve.
This chapter reviews and discusses best human resource practices aligned with the Network for Social Work Management (
NSWM) and Council on Social Work Education ( CSWE) practice behaviors. It discusses human resource functions, including job designs and processes of recruitment, hiring, and promoting staff. The chapter provides examples of rubrics that modifies to fit academic and service agencies to create an objective scoring card for candidates based on the job description and requirements. The chapter also examines critical employment relation policies and delineated the laws that organizations must adhere to. Organizations that understand, respect, and live by nondiscriminatory practices can create a workplace environment that is free of harassment, racism, and microaggressions. It is vital that leaders and managers understand the labor laws, affirmative action rules, and equal employment opportunity rules and promote an atmosphere that values inclusion of diverse people.
The authors have had many years of leadership and management experience in a variety of settings and have discovered that there are few books that cover the majority of topics related to leadership and management specifically for social work education and practice. This book covers all the main areas of expertise required in a typical social work leadership and management experience. It incorporates all 21 competencies and 126 practice behaviors from the Network on Social Work Management (
NSWM) and nine competencies and 29 practice behaviors espoused by the Council on Social Work Education ( CSWE) and can serve as a textbook for social work programs at the graduate level. The book has many unique features. It provides a comprehensive list of leadership and management competencies from the NSWMand the CSWEalong with a list of competencies and practice behaviors. The book presents leadership and management competencies and practice behaviors each chapter along with cases, examples, and activities of how to use them in practice situations. It discusses in detail the differences between management and leadership along with best management and leadership practices. The book provides examples of how to motive and successfully work with different age cohorts. It presents effective communication and marketing strategies. The book discusses in detail how to effectively work with groups and give examples of how to make meetings productive. It exhibits specific problem-solving and decision-making strategies along with examples. The book summarizes how to manage a range of organizational functions. It discusses the importance of collaborating with community groups and other stakeholders to succeed in making a difference. The book contains five parts that replicate the NSWM’s four domains of leadership: executive leadership in social work; resources management practices; strategic management and administrative skills for organizational growth and success; community collaboration; and supplemental materials.
This book presents a comprehensive list of leadership and management competencies from the Network for Social Work Management (
NSWM) and the Council on Social Work Education ( CSWE) along with a list of competencies and practice behaviors that are located in each chapter. This chapter briefly describes the nine CSWEcompetencies and practice behaviors. Competency one: Demonstrate ethical and professional behavior; Competency two: Engage diversity and difference in practice; Competency three: Advance human rights and social, economic, and environmental justice; Competency four: Engage in practice-informed research and research-informed practice; Competency five: Engage in policy practice; Competency six: Engage with individuals, families, groups, organizations, and communities; Competency seven: Assess individuals, families, groups, organizations, and communities; Competency eight: Intervene with individuals, families, groups, organizations, and communities; and Competency nine: Evaluate practice with individuals, families, groups, organizations, and communities.
This chapter discusses the benefits and use of management information systems (
MIS) and linking organizational mission, goals, and objectives to MISoutcomes. It considers the ways organizations and academic institutions can make the most of organizing and managing MISprograms to maximize efficiency and productivity. The chapter helps one to assess the quality of information and identify the types of data and information needed in various departments of the organization. It outlines four phases related to implementing an MISthat can aid organizations in identifying technology resources and launching an MISprogram. Additionally, it explores the utility of technology resources and discusses how technology aids administrative and clinical decisions. Finally, the chapter examines the ways that MISimproves efficiency in planning, billing, and compliance monitoring.