|Introduction to Generalist Practice with Organizations and Communities
|Why Do You Need This Workbook?
|What Is Generalist Practice?
|The Generalist Approach
|Roles in Macro Practice
|Critical Thinking in Macro Practice
|Using Micro Skills in the Macro Environment
|Warmth, Empathy, and Genuineness
|Practicing Empathic Responses in Macro Practice Contexts
|Using Verbal Responses in Macro Contexts
|Responding to Others in the Macro Environment
|Avoiding the Use of "Why?"
|Appropriate Assertiveness in the Macro Environment
|Nonassertive, Aggressive, and Assertive Responses
|Assertiveness Training for You
|Conflict and its Resolution
|What's Your Style of Conflict?
|Working Under Supervisors
|Addressing Problems in Supervision
|A Role Play in Supervision
|Using Mezzo Skills with Organizations and Communities
|What Is Networking?
|Why Is Networking Important?
|Recommendations for Developing Networks
|Your Personal Network
|Tapping Your Own Network
|Team Work in Macro Practice
|Practicing Team Work
|How to Plan and Conduct Meetings
|Planning and Conducting Meetings
|Doing a Better Job
|Understanding Parliamentary Procedure
|Parliamentary Quick Quiz
|Recognizing Types of Conflict
|Using Conflict as a Strategy
|Organizations, Social Services, and Social Agencies
|Defining Types of Agencies
|Relating Concepts to Theory
|Social Agencies as Systems
|Assessing Organizations from a Systems Perspective
|Comparing Social Service Agencies
|The Nature of Organizations
|Predominantly Social Work and Host Social Agency Settings
|Analyzing Formal and Informal Organizational Structure
|Power and Politics in Organizations
|People and Power
|Management Style and Organizational Culture
|Organizational Culture Investigation
|Prepare: Decision Making for Organizational Change
|Change in Organizations: Projects, Programs, and Policy
|Considering Organizational Change: PREPARE
|Evaluating Personal Characteristics for Macro Practice
|Adapting PREPARE to a Case Example: Empowerment for Women of Color
|Creative Macro Change
|Imagine How to Implement Macro Intervention--Changing Agency Policy
|The Planned Change Process and Organizational Change
|Imagine: A Process for Initiating Organizational Change
|Identifying Macro Client, Action, and Target Systems
|Establishing Goals, Objectives, and Action Steps
|Application of Imagine to Macro Intervention: Changing Agency Policy
|Applying Imagine to Agency Policy Change
|Establishing a Culturally Competent Organization
|Assessing an Organization's Cultural Competence
|Imagine Project Implementation and Program Development
|Initiating and Implementing a Project
|Program Evaluation and Review Technique (PERT)
|Developing a PERT Chart
|PERT Role Play
|Creative Program Development
|Focusing on Communities and Neighborhoods
|What Do Social Workers Do in Neighborhoods and Communities?
|Context vs. Target
|Definitions of Community and Neighborhood
|Defining the Community
|Typing Your Hometown and Your Communities
|Communities from a System Perspective
|The Community from Ecological and Social Systems Perspectives
|Which Theory Is Most Helpful?
|Resource Systems in Communities
|Identifying Resource Systems
|The Demography of Communities
|Hometown Demographic Factors
|Costs and Benefits of Rural Communities
|Community Economic Systems
|Hometown Economic System
|Community Political Systems
|Hometown Political Systems
|Community Power Systems
|Power in My Community
|Understanding Your Neighborhood
|Assessing Communities and Neighborhoods
|Macro Practice in Communities
|Change Efforts in the Community
|Viewing the Community
|Community as Client, Target, Context, and Mechanism of Change
|Undertaking Change in Communities
|Engagement in the Community
|Reality Check--A Force Field Analysis
|What Is Your Primary Goal?
|Who Will Help?
|What Are the Costs and Benefits?
|Determine the Risk
|Will It Be Successful?
|Imagine: A Process of Community Change
|Restate Your Idea
|Mustering Support and an Action System
|Spelling Out Goals, Objectives, and Action Steps
|Evaluating Macro Practice
|Calculate It Yourself
|Keeping It All Straight
|Why Evaluations Don't Always Work
|Name That Barrier
|Which Interventions Should You Evaluate?
|Types of Evaluations
|Summative and Formative Evaluations
|Designing an Evaluation Program
|Stages in Evaluation
|Sample or Population?
|Selecting the Right Stage
|Ethics and Values in Evaluation
|Advocacy and Social Action with Populations-at-Risk
|Key Concepts in Macro Practice
|Recalling Key Concepts
|What Puts a Population at Risk?
|What Is the Role of Social Workers with Populations-at-Risk?
|Keeping Your Eyes Open
|Assessing Your Experience as an Advocate
|Organizational Commitment to Advocacy
|Macro-level Advocacy Opportunities
|Applying Principles of Macro-level Advocacy
|Understanding the Guidelines for Advocacy
|Using Advocacy Tactics
|Advocating with Legislators
|Taking Legal Action
|Ethics and Ethical Dilemmas in Macro Practice
|Professional Values and Ethics in Macro Contexts
|Ranking Ethical Principles to Solve Dilemmas
|Types of Ethical Issues Confronting Agency Workers
|Making Decisions about Limited Resources
|Unethical Behavior on the Part of Colleagues--Sexual Involvement with Clients
|To Blow the Whistle or Not to Blow the Whistle? That Is the Question
|Unethical Behavior on the Part of Colleagues--Racist Individual and Organizational Behavior
|Initiating Community Action "Against the Flow"
|Community Support (or Lack Thereof) for Service Provision
|The Social Worker in Court
|Sorting Out the Violations
|Who Has Jurisdiction?
|Explaining the Relationship
|What Is Due?
|Defending the Burden of Proof
|Why Do It This Way?
|Evidence, Evidence, Evidence
|Confidentiality and Privilege
|Differences Between Courtroom Protocol and Social Work Practice
|Social Work/Courtroom Differences
|Preparation for Testimony
|Phases in the Adjudication Process
|Strategies Used in Cross-Examination
|Developing and Managing Agency Resources
|Working with the Media
|Recognizing Media Coverage
|Interview a Reporter
|Writing a News Release
|Preparing Sound Bites
|Draft a Letter to the Editor
|Understand the Hardware
|What Software Is Used?
|Where Does the Money Come From?
|Grants and Contracts
|Look It Up
|Check It Out
|Stress and Time Management
|The General Adaptation Syndrome
|Perceptions of Stress
|Assessing Your Stress Level
|Results of Stress
|How Does Your Body React to Stress?
|Managing Your Stress
|Changing Stressful Events in Your Life
|Change Your Thinking about a Stressful Event
|Using Relaxation Approaches
|Managing Your Time
|What Are Your Time "Troublers" and Controllers
|Identify Your Problems in Time Management
|Planning Your Time
|Where Does Your Time Go?
|Dividing Your Time Pie
|Establish Your Time Goals
|Prioritizing Your A, B, and C Goals
|Plan How to Achieve Each Goal
|Changing Your Behavior to Improve Time Management
|Self-Analysis of Procrastination
|Resumes, Interviewing, and Getting the Job
|Getting a Job
|Assessing Your Own Capabilities and Interests
|Assessing Your Competencies
|Identifying Your Accomplishments
|What Are Your Job Preferences?
|What Are Your Employment Goals?
|What Are Your Positive Personal Attributes?
|Investigating Actual Job Possibilities
|Searching the Newspaper's Employment Section
|Preparing Your Resume
|What Content Should You Include in Your Resume?
|What Should Your Resume Look Like?
|Doing Your Resume
|The Application Cover Letter
|Writing a Cover Letter
|The Job Interview
|Preparing Yourself for the Job Interview
|Preparing for Potential Questions in a Job Interview
|How Do You Answer Illegal Questions?
|Follow-up after an Interview
|What Is Your Follow-up Plan?