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AND MANAGEMENT IN SUBSTANCE ABUSE TREATMENT PROGRAMS

The preceding review of literature on the organization and management of substance abuse treatment programs highlighted researchers’ conceptualizations and measures of ownership, affiliation, leadership, program philosophy, treatment goals and approaches, staffing, and resources.  Most of these researchers also noted the limitations of their measures and the analysis of their relationship to substance abuse treatment program outcomes.  For example, investigating whether revenues per client has a significant association with or direct effect on patient outcomes is not the same as analyzing the relationship of revenues to other administrative and treatment variables that might aid or constrain the effective delivery of substance abuse treatment services.  We contend that public management theories and models can make important contributions to this latter type of analysis and thereby increase our understanding of the implications of alternative configurations and interactions among program administration, treatment process, and patient characteristics for treatment outcomes

Framework for analysis  

Among the many frameworks researchers have developed for the study of organizational effectiveness, there are some common model components.  Building on their review of organizational theories and studies of organizational performance, Rainey and Steinbauer (1999) present a model describing interrelationships among organizational culture, leadership, mission, task design, resources and external stakeholders.  Ingraham and Donahue’s (2000) model of management capacity similarly depicts the configuration, tasks, procedures, and work processes of “management subsystems” that include financial, human resources, capital, and information technology management.  They describe how the exercise of leadership, allocation of resources, and use of information influence the effectiveness of these systems and organizational outcomes

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