Abstract
Every facet of planning and executing a social project is a collective effort, at least from a community-based perspective. After all, participation does not refer to a collection of isolates. Consequently, issues related to the life inside of organizations must be rethought in view of this principle. The crucial question thus becomes: What is a community-based organization? In general, and consistent with this philosophy, community-based organizations are predicated on participation and enable communities to deal with their problems. True enough! But these organizations have unique characteristics.
This is a preview of subscription content, log in via an institution.
Buying options
Tax calculation will be finalised at checkout
Purchases are for personal use only
Learn about institutional subscriptionsReferences
Block, P. (2009). Community: The structure of belonging. New York: Berrett-Koehler.
Brodkin, E. Z. (2006). Bureaucracy redux: Management reformism and the welfare state. Journal of Public Administration, 17(1), 1–17.
Burrell, G., & Morgan, G. (1979). Sociological paradigms and organizational analysis. London: Heinemann.
Constantine, M. G., & Sue, D. W. (Eds.) (2005). Strategies for building multicultural competence. Hoboken: Wiley.
Cooper, R., & Burrell, G. (1988). Modernism, postmodernism and organizational analysis: An introduction. Organizational Studies, 9(1), 91–112.
Delbecq, A. L., & Van de Ven, A. H. (1971). A group process model for problem identification and program planning. Journal of Applied Behavioral Science, 4(7), 466–492.
Drucker, P. F. (1990). Managing the non-profit organization. New York: Harper/Collins.
Ehrlich, R. P., D’Augelli, A. R., & Conter, K. R. (1981). Evaluation of a community-based system for training natural helpers: Effects of verbal helping skills. American Journal of Community Psychology, 9(3), 321–337.
Elliott, B. (2010). Constructing community. Lanham: Rowman and Littlefield.
Etzioni, A. (1964). Modern organizations. Englewood Cliffs, NJ: Prentice-Hall.
Fournier, V., & Grey, C. (2000). At the critical moment: Conditions and prospects for critical management studies. Human Relations, 53(1), 7–32.
Freire, P. (1993). Pedagogy of the oppressed. New York: Continuum.
Gilroy, P. (1993). Black Atlantic. London: Verso.
Guillén, M. F. (1994). Models of management. Chicago: University of Chicago Press.
Heckscherer, C., & Donnellon, A. (Eds.) (1994). The post-bureaucratic organization: New perspectives on organizational change. Thousand Oaks: Sage.
Herzberg, F. (1973). Work and the nature of man. New York: New American Library.
Jenkins, H. (2009). Confronting the challenges of participatory culture: Media education in the 21st century. Cambridge: MIT Press.
Laverack, G. (2005). Public health. UK: Pelgrave.
Manning, P. K. (1982). Organizational work: Structuration of environments. British Journal of Social Work, 33(1), 118–134.
Manz, C. C., & Sims, H. P., Jr. (1980). Self-management as a substitute for leadership: A social learning perspective. The Academy of Management Review, 5(3), 361–367.
Maton, K. I. (2008). Empowering community settings: Agents of individual development, community betterment, and positive social change. American Journal of Community Psychology, 41(1–2), 4–21.
McGregor, D. (1960). The human side of enterprise. New York: McGraw-Hill.
McTaggart, R. (1991). Principles of participatory action research. Adult Education Quarterly, 41(3), 168–187.
Miller, N. (1994). Participatory action research: Principles, politics, and possibilities. New Directions for Adult and Continuing Education, 63, 69–80.
Murphy, J. W., & Pilotta, J. J. (1987). Research note: Identifying ‘at risk’ persons in community-based research. Sociology of Health and Illness, 9(1), 62–75.
Neves, P. (2012). Organizational cynicism: Spillover effects on supervisor-subordinate relationships and performance. The Leadership Quarterly, 23(5), 965–976.
Onyett, S. (2003). Teamworking in mental health. Basingstoke: Palgrave.
Perrow, C. (1979). Complex organizations. Glenview: Scott, Foresman, and Company.
Perry, R. W., & Perry, P. P. (1978). A community action organization under stress. American Journal of Community Psychology, 9(6), 519–529.
Polcin, D. L. (1990). Administrative planning in community mental health. Community Mental Health Journal, 26(2), 181–192.
Rein, M. (1972). Decentralization and citizen participation in social services. Public Administration Review, 32, 687–700.
Riger, S. (1989). The politics of community intervention. American Journal of Community Psychology, 17(3), 379–383.
Riger, S. (2001). Transforming community psychology. American Journal of Community Psychology, 29(1), 69–81.
Rothschield, J., & Whitt, J. A. (1986). The cooperative workplace. New York: Cambridge University Press.
Sandfort, J. (2004). Why is service integration so difficult to achieve? Focus, 23(2), 35–39.
Sandfort, J. R., & Bloomberg, L. (2012). In commons: Supporting community-based leadership. Community Development, 43(1), 12–30.
Schofield, R. F., & Amodeo, M. (1999). Interdisciplinary teams in health care and human service settings. Health and Social Work, 24(3), 210–219.
Segal, S. P., & Baumohl, J. (1981). Social work practice in community mental health. Social Work, 26(1), 16–24.
Smith, M. B., Graham, Y. J., & Guttmacher, S. (2005). Community-based organizations. San Francisco: Jossey-Bass.
Sosin, M. R. (1990). Decentralizing the social service system: A reassessment. Social Service Review, 64(4), 617–636.
Thompson, J. W., & Bass, R. D. (1984). Changing staffing patterns in community mental health centers. Hospital and Community Psychiatry, 35(11), 1107–1114.
Tippet, J., & Kluvers, R. (2009). Employee rewards and motivation in non profit organizations: Case study from Australia. International Journal of Business Management, 4(3), 7–14.
Torres Carillo, A. (2008). La Educación Popular. Bogotá: ARFO Editores e Impresores.
Van Wart, M. (2003). Public-sector leadership theory: An assessment. Public Administration Review, 63(2), 214–228.
Watkins, M., & Schulman, H. (2008). Toward psychologies of liberation. Hampshire: Palgrave Macmillan.
Weick, K. E. (1976). Educational organizations as loosely coupled systems. Administrative Science Quarterly, 21(1), 1–19.
Wiesenfeld, E. (1998). Entre la Invasión y la consolidación de Barrios: Análisis Psicosocial de la Resistencia al Desalojo. Estudios de Psicología, 3(1), 33–51.
Wu, I.-H., & Windle, C. (1980). Ethnic specificity in the relative minority use and staffing of community mental health centers. Community Mental Health Journal, 16(2), 156–168.
Wymer, W., Riccken, G., & Yavas, U. (1996). Determinants of volunteerism: A cross-disciplinary review and research agenda. Journal of Non-profit and Public Sector Marketing, 4(4), 3–26.
Yanay, G. V., & Yanay, N. (2008). The decline of motivation? Non-profit Management and Leadership, 19(1), 65–78.
Author information
Authors and Affiliations
Corresponding author
Rights and permissions
Copyright information
© 2014 Springer Science+Business Media New York
About this chapter
Cite this chapter
Murphy, J. (2014). Community-Based Organizations. In: Community-Based Interventions. International Perspectives on Social Policy, Administration, and Practice. Springer, New York, NY. https://doi.org/10.1007/978-1-4899-8020-5_4
Download citation
DOI: https://doi.org/10.1007/978-1-4899-8020-5_4
Published:
Publisher Name: Springer, New York, NY
Print ISBN: 978-1-4899-8019-9
Online ISBN: 978-1-4899-8020-5
eBook Packages: Humanities, Social Sciences and LawSocial Sciences (R0)