Review The 12 Principles Presented By Hardina Et Al

Reviewthe 12 Principles Presented By Hardina Et Alhardina Et Al 200

Review the 12 principles presented by Hardina et al. Hardina et al. (2007) suggest that an “empowering approach” to social service management is characterized by the following basic principles: Empowerment-oriented organizations create formal structures to support the participation of clients in organizational decision-making. Empowerment-oriented organizations create partnerships with program beneficiaries in which all parties (clients, staff, and board members) are equal participants. The purpose of client involvement in service delivery is to decrease personal feelings of powerlessness and to improve the quality of, and access to, services. Empowerment-oriented organizations explicitly develop policies, programs, and procedures that can be used to bridge cultural, ethnic, gender, and other demographic barriers to effective service delivery.

Empowerment-oriented organizations have top managers who are ideologically committed to the empowerment of both staff members and program beneficiaries. They engage in specific strategies to increase the psychological empowerment and motivation of workers. These organizations promote the use of team building and collaboration among staff members, and they encourage staff to advocate for improvements in services and policies. Moreover, empowerment-oriented management approaches depend on having a consistent funding base to maintain the organization’s operations. They involve clients, community constituency groups, and staff members in ongoing evaluation of services and program renewal. These organizations also work to increase their political power and the political influence of program beneficiaries. They recognize the limitations of participatory management approaches and proactively balance inclusion in decision-making with the organizational tasks necessary for effective functioning (pp. 12–16). These principles are especially vital when serving populations that are marginalized and disempowered, emphasizing respectful, empowering assistance, especially considering the complex traumas and oppressions faced by clients.

Diaz-LaPlante (2010) offers an example of applying these principles in a community mental health program in Haiti after an earthquake. Advocating that “mental health is a human right,” the team sought to create a culturally resonant, community-based mental health initiative rooted in Haitian culture and shared power. Through focus groups and interviews, community members helped develop activities addressing local needs, such as farming projects and housing for women—recognizing that sustainable livelihood is integral to mental health. This exemplifies applying empowerment principles by sharing power, respecting cultural context, and integrating community-identified needs into service development.

Paper For Above instruction

In analyzing the principles proposed by Hardina et al. (2007) for an empowerment approach to human service management, it becomes clear that fostering genuine participation, cultural competence, and organizational collaboration is fundamental. The essence of empowerment-oriented management lies in establishing formal structures that facilitate participation at all levels, thereby reducing feelings of powerlessness among clients and staff and ensuring equitable access to services. This paper explores how these principles can be integrated into the development of an ideal human service organization, focusing on client inclusion in decision-making, cultural responsiveness, and organizational evaluation.

Firstly, involving clients in organizational decision-making processes is critical to applying an empowerment approach. According to Hardina et al. (2007), organizations should create formal structures, such as client advisory councils or participatory planning committees, to involve clients directly in policy development and program evaluation. These structures enable clients to voice their needs and preferences, ensuring that services are tailored to actual community needs rather than assumptions made solely by professionals. In an ideal agency, this participation would extend beyond tokenism; clients would have meaningful influence, with their input shaping organizational policies and service delivery models. Such participation fosters a sense of ownership and empowerment, which can help reduce the helplessness often felt by marginalized populations.

Secondly, decreasing personal feelings of powerlessness and increasing access and quality of services require deliberate efforts to create inclusive and culturally sensitive environments. Hardina et al. (2007) highlight policies aimed at bridging cultural, ethnic, gender, and other demographic barriers. To achieve this, an ideal agency would implement diversity training, employ multilingual staff, and develop outreach activities that resonate with various community groups. For example, offering services in multiple languages and incorporating culturally relevant practices would address disparities faced by non-English speakers or marginalized cultural groups. Additionally, policies promoting flexibility in service delivery, such as mobile clinics or community-based outreach, could improve access for geographically isolated or underserved populations. Emphasizing empowerment, rather than paternalism, shifts the focus toward respecting client autonomy and fostering self-efficacy.

Third, ensuring that diverse cross-cultural needs are met involves embracing core beliefs and practices aligned with empowerment principles. For instance, providing culturally responsive care that respects individual spiritual beliefs, gender identities, sexual orientations, and disabilities demonstrates organizational commitment to diversity. Practices could include hiring staff reflective of the community's demographics, offering culturally tailored programs, and engaging community leaders in program planning. The Haitian example by Diaz-LaPlante (2010) underscores this approach by embedding local culture into mental health services, recognizing that culturally relevant interventions enhance engagement and efficacy. Furthermore, addressing structural inequalities—such as socioeconomic disparities—requires integrated strategies like economic development initiatives alongside traditional services, acknowledging that mental health is intertwined with socio-economic stability.

The ideological belief system of leadership in an empowerment-oriented organization should emphasize shared power, respect, and cultural humility. Managers would view clients as partners rather than passive recipients of services, aligning with the principles of participatory decision-making. As Hardina et al. (2007) note, leadership committed to empowerment actively advocates for staff development, promotes team building, and supports advocacy efforts that influence policy change. This ideological stance fosters an organizational culture rooted in collaboration and continuous learning, which in turn empowers staff to serve clients more effectively and with greater sensitivity.

Moreover, fostering teamwork and collaboration within the organization is essential for sustaining an empowerment approach. Strategies such as team-building exercises, cross-disciplinary training, and shared leadership opportunities create a cohesive organizational climate. When staff members collaborate openly and respect diverse perspectives, they become better equipped to address complex client needs and co-create innovative solutions. Such collaboration also enhances organizational resilience and adaptability, fundamental traits for addressing evolving community challenges.

Finally, a systematic approach to organizational evaluation must include ongoing feedback from clients, community groups, and staff. Implementing surveys, focus groups, and participatory evaluation methods ensures that the organization remains responsive and accountable. Regular review cycles allow for adjustments based on community input and changing circumstances, keeping services aligned with empowerment principles. Effective evaluation connects directly with organizational learning and continuous quality improvement, vital for sustaining an empowerment-based organization over time.

In sum, integrating Hardina et al. (2007) and Diaz-LaPlante’s (2010) principles into the fabric of a human service organization involves deliberate, culturally competent, and participatory practices at all levels. When clients are actively involved in decision-making, services are culturally responsive, and evaluation is participatory, the organization not only enhances individual empowerment but also builds community resilience. These practices foster an organizational culture grounded in respect, collaboration, and shared power, essential for effective and equitable human services in our diverse society.

References

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• Diaz-LaPlante, J. (2010). Building community mental health programs in Haiti after a major earthquake. Cultural Diversity and Ethnic Minority Psychology, 16(2), 199–210.
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