Human Service Field Quiz
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1. There are several types of forces at work influencing changes in the Human Service Field. Some of the most significant are: political, economic, technological, social, cultural, and programmatic.
Political: Political forces influence human service policy because of “intergovernmental dynamics” (Cohen and Cohen, 2000, p.6). The different levels of government claim to have jurisdiction in deciding how to proceed with government programs and which issues to prioritize. A specific population’s needs may not be addressed properly because the government has to put into consideration the impact of new policies on the entire city, county, or state (p.7). For example, even if there was an empirical study done on mental health needs, prevailing political philosophy might favor an approach that will appease communities wary of mentally-troubled individuals.
Economic: The availability of funding for human services programs relies heavily on the health of the economy (p.9). The stronger the economy, the better the likelihood that funding and philanthropic donations will be higher. As an exception, however, government agencies may choose to allocate more funds for areas and populations hit by natural disasters.
Aside from the availability of funding, the source and nature of the funding mechanism also influence human service fields. Recent trends have resulted in an “outcome-based performance” (p.10) and strict emphasis on accountability and fiscal constraint. These may dramatically impact an agency’s ability to implement its programs.
Technological Advances: Technological innovations have paved the way for faster and more efficient delivery of services. However, the use of too much technology has also created unexpected problems by inundating providers with additional workload. The automation of some services have resulted in fewer personnel handling more people and requests.
Social and Cultural Change: The presence of newer cultural and social trends and structures have forced human services agencies to develop newer programs and policies. The inclusion of minority groups in the equation plus the strengthening role of women in society has reshaped the structures, policies, and programs of human services agencies to a great extent (p.12).
Programmatic: New philosophies in human services dynamics have emerged in recent times, focusing on various aspects of the consumers’ needs. Emphasis on holistic development, family-oriented services, and other pressures of life have tremendously impacted and influenced the field of human services.
2. A strength-based approach to human services is a new perspective which incorporates the skills and capacities of individuals deemed as “problem individuals” in a deficit-oriented approach (p.41.). This enables human services agencies to utilize the abilities and mobilize these individuals to serve as valuable resources in the community. However, the transition to this new approach would entail a lot of hard work, commitment, and willpower for it to become an integral part of human services.
An organization can start its conversion to a strength-based approach by making use of several motivational techniques like recognition of talents, positive reinforcement, and rewards.
The administration and staff will face problems during this transition, though. Getting individuals to cooperate with their programs will be one of the challenges they will encounter. Motivating individuals who have been treated as “problems” can be a difficult challenge.
3. Different management styles and techniques will yield different results and effects to an organization. A community-based organizer who places emphasis on production will be able to adapt quickly to innovations because he places less emphasis on the sentiments of the people in the community. For example, the arrival of a new automated system might be a heaven-sent for the community leader but he may not be aware that people in the community see it as a waste of money. A leader who puts emphasis on the people can also neglect the role of production and technology in helping the community and its members. By altogether rejecting automation, the community may suffer from inefficient services.
4. By appointing a “family advocate”, the Bridge Program was able to follow-up on the children, their conditions, and as well as the other factors affecting the family in general. The adoption of this style allowed the program to effectively and efficiently deliver much needed services to the families in need. In a way, they helped manage and guide the families.
Also, by expanding its scope, the Bridge Program was able to identify and mitigate problems which the families and children encountered. Recognizing the importance of the family, the program set out to help families with educational services, consultations, and parent education.
Lastly, the Bridge Program realized the importance of increasing the number of families enrolled in the program. As such, the program took on more families in the course of its advocacy. They took caution, however, in limiting the overall number of participating families. Too many families can drain the program financially too much and pose a risk that the program may become too rigid and structured.
