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Building Cultures and Climates for Effective Human ServicesUnderstanding and Improving Organizational Social Contexts with the ARC mode$
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Anthony L. Hemmelgarn and Charles Glisson

Print publication date: 2018

Print ISBN-13: 9780190455286

Published to Oxford Scholarship Online: June 2018

DOI: 10.1093/oso/9780190455286.001.0001

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Results-oriented versus Process-oriented Human Service Organizations

Results-oriented versus Process-oriented Human Service Organizations

Chapter:
(p.128) 10 Results-oriented versus Process-oriented Human Service Organizations
Source:
Building Cultures and Climates for Effective Human Services
Author(s):

Anthony L. Hemmelgarn

Charles Glisson

Publisher:
Oxford University Press
DOI:10.1093/oso/9780190455286.003.0010

This chapter explains the ARC principle of being results oriented versus process oriented. The results-oriented principle requires that human service organizations evaluate performance based on how much the well-being of clients improves. The principle addresses deficits in service caused by the conflicting priority of evaluating performance with process criteria such as the number of clients served, billable service hours, or the extent to which bureaucratic procedures such as the completion of paperwork are followed. Results-oriented organizations are described in detail, including case examples from decades of organizational change efforts by the authors in human service organizations. The chapter documents the importance of results-oriented approaches and underlying implicit beliefs to help the reader understand how mindsets and mental models shared among organizational members influence results-oriented approaches and effectiveness in practice. Supporting research, including feedback and goal-setting research are highlighted.

Keywords:   results oriented, ARC organizational strategy, organizational priorities, feedback, goal setting, mental models

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