Health and Human Service Management: Case Study Analysis & Summary

This assignment presents a case study analysis of issues in health and human service management, focusing on two specific scenarios. The first case examines the Health Outstretch Alliance (HOA) and its organizational structure, highlighting the lack of Human Rights Advocacy (HRA) and the impact of the Executive Director's (ED) biases on team leadership. It suggests recruiting more female employees in managerial positions to address gender perception issues. The second case explores Second Chance's dilemma regarding accepting a donation from Altruistic Foundation, weighing the benefits against potential risks to the organization's autonomy and future operations. It recommends involving all stakeholders in the decision-making process and developing a contingency plan. Both case analyses emphasize the importance of strategic decision-making, ethical considerations, and stakeholder involvement in health and human service management. Desklib offers a variety of similar solved assignments for students.

Running head: ISSUES IN HEALTH AND HUMAN SERVICE MANAGEMENT
Issues in health and human service management
Name of the Student
Name of the University
Author note

1ISSUES IN HEALTH AND HUMAN SERVICE MANAGEMENT
Personal learning summary for the case 4.2: Caught in the Middle
From the case study of Health Outstretch Alliance (HOA), it is clear that the existing
organisational structure has lack of Human Rights Advocacy (HRA) that is letting the base of
the organisation to be more vulnerable (Head & Alford, 2015). Apart from that, there are
many socio-psychological factors working within the current situation where the Executive
Director (ED) is not intended to resolve the issues. At the same time, the technical fault in
building the organisational structure is clearly visible. The female Team Leaders are trying to
do their best while incorporating their individual strategy and perception within the work
practices. After analysing the behaviour and intention of the ED it can be said that there are
some unconscious biasness within the mentality of the ED. In spite of continuous meetings
and noticeable attempts of the program director, the situation has remained unchanged due to
the rigidity of the thought process of both TLs and ED. It is clearly visible that the
management of the organisation totally depends on the decision of the single owner.
The organisational structure of HOA follows a traditional hierarchical structure with a
management of low flexibility. Neglecting the choice of the leaders and only prioritising the
decision of the superiors are causing the unstoppable conflicts (Berman et al., 2012). ED has
to consider the independent field decision of the TL while making some operational
framework strategically. Along with this, in order to eliminate the misconception of
organisational perception about gender priority, the management should recruit more than
one female employee in managerial position. It will also help to increase the acceptability of
the TLs without involving additional motivational components and wasting efforts on it.

2ISSUES IN HEALTH AND HUMAN SERVICE MANAGEMENT
Personal learning summary for the case 6.1: Should We Accept the Gift?
From the case study, it is clear that Second Chance does not have enough supportive
assets to take the risk. On the other hand, the company needs adequate funds to continue their
recent campaign about the substance abuse. In this situation, it should be considered that
Second Chance has enough opportunity to utilise the potential donations. At the same time,
the amount of money promised by Altruistic Foundation is not adequate enough to meet the
required revenue after the end of upcoming 4 years. The campaign that the organisation is
currently undertaking is viable enough as well as requires more effort and consistency.
However, the offering of Altruistic Foundation is causing doubt about the future operation of
the organisation. At the same time, the decision should not totally depends only on the
director of development, rather it requires more involvement of all the major stakeholders and
regulators (Thomas & Rothman, 2013).
In this situation, the management board of Second Chance can convey their opinion to
Altruistic Foundation regarding the asset amount provided for endowment program. Second
Chance should also present their further development plan while asking for additional asset
or endowment, which can generate additional value in next four to five years to maintain a
stable and sustainable operation without losing the reputation. Second Chance should also
prepare a contingency plan for the possibility of the refusal from the Altruistic Foundation.
The whole process should also be executed within short period to avoid the inconsistency of
the present campaign operation. Only the determination of appropriate requirement can help
to find the best way for planning (Brown & Osborne, 2012). On the other hand, Second
Chance can also conduct a social research to understand the potential outcomes of the both
decisions.

3ISSUES IN HEALTH AND HUMAN SERVICE MANAGEMENT
Reference:
Berman, E. M., Bowman, J. S., West, J. P., & Van Wart, M. R. (2012). Human resource
management in public service: Paradoxes, processes, and problems. Sage.
Brown, K., & Osborne, S. P. (2012). Managing change and innovation in public service
organizations. Routledge.
Head, B. W., & Alford, J. (2015). Wicked problems: Implications for public policy and
management. Administration & Society, 47(6), 711-739.
Thomas, E. J., & Rothman, J. (2013). Intervention research: Design and development for
human service. Routledge.