Abstract
A model of human service organizations is presented and analyzed, depicting the service organization as in active and continuous exchange with diverse interest or constituency groups both inside and outside the organization. Power inside the organization is analyzed in relation to control of resources and ties with powerful external constituents. Dominant values of U.S. society pressue social service administrators to sress business - e.g., productivity, effeciency, growth, rationalization, and specialization of tasks-instead of goals explicitly related to service quality or effectiveness. Suggestions to administrators are offered regarding strategies to counterbalance these pressures.
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