Administration and Culturally Competent Advocacy
Social work administrators can use their roles as leaders to increase cultural competency within their organizations and, thus, help to create positive social change. As social work administrators critically assess situations in which social injustice or inequality has taken place, they may discover an organizational need for increased cultural competency. However, changing the culture of an organization is not an easy task since administrators must address personal and organizational assumptions about diversity and cultural competency simultaneously.
For this Discussion, consider how social work administrators might apply their leadership roles to increase cultural competency within their organizations.
By Day 4
Post at least two strategies social workers may use to become advocates for social change through cultural competence. In addition, identify at least two challenges administrators may face in developing cultural competency within their organizations.
Support your post with specific references to the resources. Be sure to provide full APA citations for your references.
By Day 6
Read a selection of your colleagues’ posts.
Respond by to at least two colleagues who identified strategies and/or challenges that differ from the ones you posted, and respond in at least one of the following ways:
State whether you think the strategies your colleague identified would be effective in advocating for social change through cultural competence, and explain why.
Identify a strategy social work administrators might use to address one of the challenges your colleague identified, and explain why this strategy might be effective.
Chun-Chung Chow, J., & Austin, M. J. (2008). The culturally responsive social service agency: The application of an evolving definition to a case study. Administration in Social Work, 32(4), 39–64.
Code of Ethics. (2017). Retrieved from https://www.socialworkers.org/About/Ethics/Code-of-Ethics
Northouse, P. G. (2018). Understanding philosophy and styles. In Introduction to leadership: Concepts and practice (4th ed., pp. 77-96). Washington, DC: Sage