Program Theory and Program Planning
Although each program administrator will develop their own unique leadership style, understanding program planning theories will help clarify how to approach how to make decisions throughout the program development process. The readings have provided an overview of different practices and administration and leadership theories. Reflect upon a theory that most resonates with your career interests and aligns with your career goals.
Please respond to the following:
1. Choose a program planning theory or theories that align with a proposed program. Briefly describe the main components of the theory and your rationale for choosing it.
2. Describe the program goals and objectives for this proposed program. Explain how the goal and objectives relate to the chosen program theory.
3. Describe proposed program interventions and activities (i.e., describe the day-to-day program activities that the program will engage in to achieve its goal). Explain how the interventions and activities relate to this program theory.
Please read the following chapter in the text: Kettner, P. M., Moroney, R., & Martin, L. L. (2017). Designing and managing programs: an effectiveness-based approach (5th ed.). SAGE.
Chapter 2: The Contribution of Theory to Program Planning
Chapter 2 will introduce you to strategic, management, and program planning. You will explore and differentiate between concepts like theory of program planning and theory in program planning. You will also become familiar with the theory, strategic management, and program planning.
Additionally, please review the resources below: (ATTACHED)
Brown, M. (2020). Unpacking the theory of change. Stanford Social Innovation Review, 18(4), 4450.
Cederbaum, J. A., Ross, A. M., Ruth, B. J., & Keefe, R. H. (2019). Public health social work as a unifying framework for social works grand challenges. Social Work, 64(1), 918.
Chaudhry, S. (2020). Understanding change enablers in service organizations: A contingency theory perspective. South Asian Journal of Management, 27(2), 5483.
Congress, E. P., Luks, A., & Petit, F. (2017). Nonprofit Management: A Social Justice Approach. Springer Publishing Company.
Chapter 4: Integrating Managerial Excellence and Social Justice
Dolamore, S., & Kline, A. (2020). Strengthening community-based health and human services in the shadow of structural inequality: A critical case study of the collective impact model. Journal of Health & Human Services Administration, 43(2), 196217.
Harden, T., Kenemore, T., Mann, K., Edwards, M., List, C., & Martinson, K. (2015). The truth n trauma project: Addressing community violence through a youth-led, trauma-Iinformed and restorative framework. Child & Adolescent Social Work Journal, 32(1), 6579.
Hong, P. Y. P., Choi, S., & Key, W. (2018). Psychological self-sufficiency: A bottom-up theory of change in workforce development. Social Work Research, 42(1), 2232.
Larry D. Watson, & Richard A. Hoefer. (2014). Developing nonprofit and human service leaders: Essential knowledge and skills. SAGE Publications, Inc.
Chapter 3: Administrative and Organizational Theories
Palermo, C., van Herwerden, L., Maugeri, I., McKenzie-Lewis, F., & Hughes, R. (2019). Evaluation of health promotion capacity gains in a state-wide rural food literacy intervention. Australian Journal of Primary Health, 25, 250-255.
Quinn, R. E. (n.d.). Robert E. Quinns Competing Values Framework. Quinn Association. https://www.quinnassociation.com/en/robert_e_quinns_competing_values_framework
OTM Education. (2013, November 2). Introduction to Competing Values Framework [Video]. YouTube. https://youtu.be/ouwcIR3ia3o
NUMBER EACH QUESTION ACCORDINGLY