Abstract
Every worker at every level of every social service organization is a discretionary actor. This fact yields the central question of social service delivery system design--namely, under what organizational arrangements will social service agents (i.e., direct service workers, unit supervisors, and managers) most likely exercise their discretion in a way that makes the maximum contribution to the value of the organizational product? Using the perspective of microeconomics, this paper offers a description of a perfectly functioning people-changing agency, one major kind of social service organization.
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