Akademik Veri Yönetim Sistemi
Political and Institutional Reviews on Social Studies, Cengiz Aytun,Cemil Serhat Akın, Editör, Iksad Publishing House, Ankara, ss.61-82, 2019
In order to
manage organizations more effectively and successfully, new management models
are emerging and the development of these models is rapidly increasing.
However, when these management models are examined, popular concepts are
preferred rather than researching on organizational problems and solutions
(McGill, 1988). Without research results, many fashion models and concepts
introduced and marketed by managers, consultants and gurus have been proposed
(Burnes, 1992). These models were updated and continued to be used. Turkey has
also formed a similar stream that is the greatest evidence of “guru discourse”
(Özen, 1999). Especially the management techniques that were founded in the U.S.
were used in Turkish academic literature (Özen, 2002) and by Turkish
organization management without questioning and proof of application. Due to
the increase in fashion concepts in the field of management, researchers take
less responsibility for the evaluation and development of different
organizational models. Rather than attempting to explain and predict the
consequences of managerial action, research efforts have been limited to
understanding the different aspects of organizational life. Consecutive models
such as centralization, strategic planning, decentralization through the
objectives, competition and cooperation, total quality management and business process
reengineering were applied.
Because of
the increasing importance of organizational performance, especially the
managers of the health sector and social service policymakers, who are
financing the sector, started to look for new organizational models and
management techniques to reduce costs (Shortell, 2006). In this context,
evidence-based practices offer a range of methods to politicians and managers
in social work. Evidence-based practices are mostly applied to improve the
quality of patient care in the health sector (Aarons, Hurlburt, and Horwitz,
2011; Aarons, Ehrhart and Farahnak, 2014). However, as evidence-based practices
are a new topic, empirical studies have not been fully examined to reveal the advantages
and disadvantages of social service institutions and managers (Briggs and
McBeath, 2009: 244). Although there is a growing interest in the implementation
of evidence-based practices (EBPs) in the organizational settings, there are also
gaps as to how to implement EBP in the organizational structure (Aarons et al.,
2014).
Therefore, the aim of this chapter is to provide some sort of information about the changes that should be realized during the implementation of the evidence-based management practices in the health and social services sectors, and the implementation of these practices in other organizations. For this purpose, in this chapter, it is tried to explain the origin of evidence-based practices and the main difficulties encountered in integrating this concept in social service institutions. Thus, by including the best evidence practices in the decision-making processes of organizations, an solution is sought about how quality and effective management should be in place.