Advertisement

Community-Based Organizations

Chapter
Part of the International Perspectives on Social Policy, Administration, and Practice book series (IPSPAP)

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.

Keywords

Bureaucracy Post-bureaucracy Traditional management philosophy Self-management Participatory organization 

References

  1. Block, P. (2009). Community: The structure of belonging. New York: Berrett-Koehler.Google Scholar
  2. Brodkin, E. Z. (2006). Bureaucracy redux: Management reformism and the welfare state. Journal of Public Administration, 17(1), 1–17.CrossRefGoogle Scholar
  3. Burrell, G., & Morgan, G. (1979). Sociological paradigms and organizational analysis. London: Heinemann.Google Scholar
  4. Constantine, M. G., & Sue, D. W. (Eds.) (2005). Strategies for building multicultural competence. Hoboken: Wiley.Google Scholar
  5. Cooper, R., & Burrell, G. (1988). Modernism, postmodernism and organizational analysis: An introduction. Organizational Studies, 9(1), 91–112.CrossRefGoogle Scholar
  6. 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.CrossRefGoogle Scholar
  7. Drucker, P. F. (1990). Managing the non-profit organization. New York: Harper/Collins.Google Scholar
  8. 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.CrossRefGoogle Scholar
  9. Elliott, B. (2010). Constructing community. Lanham: Rowman and Littlefield.Google Scholar
  10. Etzioni, A. (1964). Modern organizations. Englewood Cliffs, NJ: Prentice-Hall.Google Scholar
  11. Fournier, V., & Grey, C. (2000). At the critical moment: Conditions and prospects for critical management studies. Human Relations, 53(1), 7–32.CrossRefGoogle Scholar
  12. Freire, P. (1993). Pedagogy of the oppressed. New York: Continuum.Google Scholar
  13. Gilroy, P. (1993). Black Atlantic. London: Verso.Google Scholar
  14. Guillén, M. F. (1994). Models of management. Chicago: University of Chicago Press.Google Scholar
  15. Heckscherer, C., & Donnellon, A. (Eds.) (1994). The post-bureaucratic organization: New perspectives on organizational change. Thousand Oaks: Sage.Google Scholar
  16. Herzberg, F. (1973). Work and the nature of man. New York: New American Library.Google Scholar
  17. Jenkins, H. (2009). Confronting the challenges of participatory culture: Media education in the 21st century. Cambridge: MIT Press.Google Scholar
  18. Laverack, G. (2005). Public health. UK: Pelgrave.Google Scholar
  19. Manning, P. K. (1982). Organizational work: Structuration of environments. British Journal of Social Work, 33(1), 118–134.Google Scholar
  20. 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.Google Scholar
  21. 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.CrossRefGoogle Scholar
  22. McGregor, D. (1960). The human side of enterprise. New York: McGraw-Hill.Google Scholar
  23. McTaggart, R. (1991). Principles of participatory action research. Adult Education Quarterly, 41(3), 168–187.CrossRefGoogle Scholar
  24. Miller, N. (1994). Participatory action research: Principles, politics, and possibilities. New Directions for Adult and Continuing Education, 63, 69–80.CrossRefGoogle Scholar
  25. 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.CrossRefGoogle Scholar
  26. Neves, P. (2012). Organizational cynicism: Spillover effects on supervisor-subordinate relationships and performance. The Leadership Quarterly, 23(5), 965–976.CrossRefGoogle Scholar
  27. Onyett, S. (2003). Teamworking in mental health. Basingstoke: Palgrave.Google Scholar
  28. Perrow, C. (1979). Complex organizations. Glenview: Scott, Foresman, and Company.Google Scholar
  29. Perry, R. W., & Perry, P. P. (1978). A community action organization under stress. American Journal of Community Psychology, 9(6), 519–529.CrossRefGoogle Scholar
  30. Polcin, D. L. (1990). Administrative planning in community mental health. Community Mental Health Journal, 26(2), 181–192.CrossRefGoogle Scholar
  31. Rein, M. (1972). Decentralization and citizen participation in social services. Public Administration Review, 32, 687–700.CrossRefGoogle Scholar
  32. Riger, S. (1989). The politics of community intervention. American Journal of Community Psychology, 17(3), 379–383.CrossRefGoogle Scholar
  33. Riger, S. (2001). Transforming community psychology. American Journal of Community Psychology, 29(1), 69–81.CrossRefGoogle Scholar
  34. Rothschield, J., & Whitt, J. A. (1986). The cooperative workplace. New York: Cambridge University Press.Google Scholar
  35. Sandfort, J. (2004). Why is service integration so difficult to achieve? Focus, 23(2), 35–39.Google Scholar
  36. Sandfort, J. R., & Bloomberg, L. (2012). In commons: Supporting community-based leadership. Community Development, 43(1), 12–30.CrossRefGoogle Scholar
  37. Schofield, R. F., & Amodeo, M. (1999). Interdisciplinary teams in health care and human service settings. Health and Social Work, 24(3), 210–219.CrossRefGoogle Scholar
  38. Segal, S. P., & Baumohl, J. (1981). Social work practice in community mental health. Social Work, 26(1), 16–24.Google Scholar
  39. Smith, M. B., Graham, Y. J., & Guttmacher, S. (2005). Community-based organizations. San Francisco: Jossey-Bass.Google Scholar
  40. Sosin, M. R. (1990). Decentralizing the social service system: A reassessment. Social Service Review, 64(4), 617–636.CrossRefGoogle Scholar
  41. Thompson, J. W., & Bass, R. D. (1984). Changing staffing patterns in community mental health centers. Hospital and Community Psychiatry, 35(11), 1107–1114.Google Scholar
  42. 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.Google Scholar
  43. Torres Carillo, A. (2008). La Educación Popular. Bogotá: ARFO Editores e Impresores.Google Scholar
  44. Van Wart, M. (2003). Public-sector leadership theory: An assessment. Public Administration Review, 63(2), 214–228.CrossRefGoogle Scholar
  45. Watkins, M., & Schulman, H. (2008). Toward psychologies of liberation. Hampshire: Palgrave Macmillan.CrossRefGoogle Scholar
  46. Weick, K. E. (1976). Educational organizations as loosely coupled systems. Administrative Science Quarterly, 21(1), 1–19.CrossRefGoogle Scholar
  47. 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.Google Scholar
  48. 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.CrossRefGoogle Scholar
  49. 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.CrossRefGoogle Scholar
  50. Yanay, G. V., & Yanay, N. (2008). The decline of motivation? Non-profit Management and Leadership, 19(1), 65–78.CrossRefGoogle Scholar

Copyright information

© Springer Science+Business Media New York 2014

Authors and Affiliations

  1. 1.Department of SociologyUniversity of MiamiCoral GablesUSA

Personalised recommendations