Case Management in Human Service Organizations

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Table of Contents

Introduction
Analysis
Conclusion
Reference

Introduction

The study conducted by Block et al. (2014) focuses on the case management model and its application in human service organizations. The authors explore the roots of the case management model development and explain its limitations in modern conditions. The article opposes the existing model to the new and more innovative approach of the team-based management model by comparing the client satisfaction rates and the number of health concerns. Thus, the article suggests that the team-based approach is a more effective and efficient management model.

Analysis

Firstly, the authors start by exploring the development of case management practice and explaining the historical roots of core values in the social work profession. The segment defines the role of training for novice staff in the human service field, emphasizing that insufficient instructional skills of supervisors in case management can hinder the training process. Furthermore, Block et al. (2014) point to the universal character of the case manager’s job in different settings, such as “hospitals, schools, mental health centers, or other settings.” Thus, the article provides valuable insights on primary aspects of the human service field and case managers’ responsibilities.

The study conducted by the authors took place in the Rocky Mountain Human Services (RMHS) organization. In the study, the authors determined the connection between management process changes and client satisfaction levels. The article points that case managers face “daunting responsibilities for well-being of 50 or more individuals with developmental disabilities,” which presents a significant workload burden (Block et al., 2014). Reducing the burden can significantly improve the situation, but it is impossible n modern conditions. Implementation of the team-based model presents a resolution to the issue, which also provides a range of improvements, such as improved risk management, increased cooperation, a higher level of morale, and reduced turnover rates.

Conclusion

In conclusion, the article successfully identified the issues of the case management model in the human service field. The authors suggested that using a team-based model will resolve the issue of increased workload in case managers while also improving clients’ satisfaction rates and increasing the efficiency of the organization’s activities. Lastly, the article features a substantial evidence base with impressive results in such indicators as turnover reduction. Thus, the article provides significant knowledge about the direction of further development in the human service field.

Reference

Block, S. R., Wheeland, L., & Rosenberg, S. (2014). Improving human service effectiveness through the deconstruction of case management: A case study on the emergence of a team-based model of service coordination. Human Service Organizations: Management, Leadership & Governance, 38(1), 16-28.

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Case Management in Human Service Organizations

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