David Billis
Biographic Data
| ID | 343050 |
|---|---|
| NAME | David Billis |
| GIVEN NAMES | David |
| FAMILY NAME | Billis |
| SIGNATURE | BILLIS D |
| AFFILIATIONS | London School of Economics and Political Science |
| VERIFIED | No |
| TOTAL WORKS | 10 |
| TOTAL CITATIONS | 42 |
| AUTHOR COUNT | 8 |
| EDITOR COUNT | 2 |
| FIRST PUBLICATION YEAR | 1977 |
| LATEST PUBLICATION YEAR | 2010 |
| H-INDEX | 3 |
Hybrid Organizations and the Third Sector
DAVID BILLIS is Reader Emeritus at the London School of Economics. In 1978 he founded PORTVAC, the first university-based programme working with voluntarily organizations. In 1987 he became Director of the LSE Centre for Voluntary Organisation which extended the work of PORTVAC. The Centre was later renamed the Centre for Civil Society. He co-founded the journal Nonprofit Management and Leadership. He is the only non-American to receive the Disti…
People Systems” and the Achievement of Policy Purposes
Human Services and the Voluntary Sector
This article explores whether human service organisations in the voluntary sector possess characteristics which might assure them of possible comparative advantages over the for-profit and public sectors with respect to certain sorts of users. We argue that there are inherent structural characteristics of organisations in each sector (for example, ownership, stakeholders and resources) which predispose them to respond more or less sensitively to …
Voluntary Agencies
Introduction - What is a Voluntary Organisation? T. Marshall - What are the Key Influences on the Work of Voluntary Agencies? M. Taylor - How are Values Handled in Voluntary Agencies? R. Paton - Are Voluntary Agencies Accountable? D. Leat - How do Voluntary Agencies Manage Organisational Change? D. Wilson - What Kind of Leadership do Voluntary Organisations Need? R. Kay - Do We Need Governing Bodies? M. Harris - What does Contracting do to Volunt…
Organising Public and Voluntary Agencies
Part I: Public Welfare Agencies 1. Overview: Beyond bureaucracy in welfare 2. Levels of work 3. Models of organizations 4. Managing to care 5. Delegation and control 6. Development 7. Prevention 8. Welfare bureaucracies: Reflections and problems Part II: Voluntary Welfare Agencies 9. Voluntary sector management: Research and practice 10. Self-help and service 11. A theory of the voluntary sector 12. The roots of voluntary agencies 13. Partnership…
Reforming Welfare Bureaucracies
At risk of prevention
The first part of this article explores the ways in which the term 'prevention' is utilized in the field of the personal social services. The conclusion is reached that, unlike its legitimate use in the physical world, the term is intellectually confused when applied to social services. In Part Two it is argued that this confusion has unanticipated and damaging consequences. It leads to an unfair deal for clients, to confusion and status differen…
Development’ in Social Services Departments
Differential Administrative Capacity and Organizational Development
This paper presents a discontinuous analysis of organizational development and the part played by administrative capacity considered as a summation of individual attributes. Based on 20 years'study of one kibbutz, it is suggested that there are qualitatively different levels of demand for administrative capacity, which can be identified and which, if they are not in equilibrium with available aggregate supply, cause serious organizational disturb…
The Stratification of Work and Organizational Design
To try to deepen an understanding of what hierarchies of management levels are about, a descriptive theory is offered of the existence of a natural stratification of the work to be done in organizations. It is based on action-research over a number of years in Social Services Departments in England and Wales. It appears that the first five successive organizational levels are concerned with what may briefly be categorized as: prescribed output wo…
Human Services and the Voluntary Sector
This article explores whether human service organisations in the voluntary sector possess characteristics which might assure them of possible comparative advantages over the for-profit and public sectors with respect to certain sorts of users. We argue that there are inherent structural characteristics of organisations in each sector (for example, ownership, stakeholders and resources) which predispose them to respond more or less sensitively to …
The Stratification of Work and Organizational Design
To try to deepen an understanding of what hierarchies of management levels are about, a descriptive theory is offered of the existence of a natural stratification of the work to be done in organizations. It is based on action-research over a number of years in Social Services Departments in England and Wales. It appears that the first five successive organizational levels are concerned with what may briefly be categorized as: prescribed output wo…
At risk of prevention
The first part of this article explores the ways in which the term 'prevention' is utilized in the field of the personal social services. The conclusion is reached that, unlike its legitimate use in the physical world, the term is intellectually confused when applied to social services. In Part Two it is argued that this confusion has unanticipated and damaging consequences. It leads to an unfair deal for clients, to confusion and status differen…
Differential Administrative Capacity and Organizational Development
This paper presents a discontinuous analysis of organizational development and the part played by administrative capacity considered as a summation of individual attributes. Based on 20 years'study of one kibbutz, it is suggested that there are qualitatively different levels of demand for administrative capacity, which can be identified and which, if they are not in equilibrium with available aggregate supply, cause serious organizational disturb…
Reforming Welfare Bureaucracies
Development’ in Social Services Departments
Differential Administrative Capacity and Organizational Development
This paper presents a discontinuous analysis of organizational development and the part played by administrative capacity considered as a summation of individual attributes. Based on 20 years'study of one kibbutz, it is suggested that there are qualitatively different levels of demand for administrative capacity, which can be identified and which, if they are not in equilibrium with available aggregate supply, cause serious organizational disturb…
The Stratification of Work and Organizational Design
To try to deepen an understanding of what hierarchies of management levels are about, a descriptive theory is offered of the existence of a natural stratification of the work to be done in organizations. It is based on action-research over a number of years in Social Services Departments in England and Wales. It appears that the first five successive organizational levels are concerned with what may briefly be categorized as: prescribed output wo…
Reforming Welfare Bureaucracies
At risk of prevention
The first part of this article explores the ways in which the term 'prevention' is utilized in the field of the personal social services. The conclusion is reached that, unlike its legitimate use in the physical world, the term is intellectually confused when applied to social services. In Part Two it is argued that this confusion has unanticipated and damaging consequences. It leads to an unfair deal for clients, to confusion and status differen…
Organising Public and Voluntary Agencies
Part I: Public Welfare Agencies 1. Overview: Beyond bureaucracy in welfare 2. Levels of work 3. Models of organizations 4. Managing to care 5. Delegation and control 6. Development 7. Prevention 8. Welfare bureaucracies: Reflections and problems Part II: Voluntary Welfare Agencies 9. Voluntary sector management: Research and practice 10. Self-help and service 11. A theory of the voluntary sector 12. The roots of voluntary agencies 13. Partnership…
Voluntary Agencies
Introduction - What is a Voluntary Organisation? T. Marshall - What are the Key Influences on the Work of Voluntary Agencies? M. Taylor - How are Values Handled in Voluntary Agencies? R. Paton - Are Voluntary Agencies Accountable? D. Leat - How do Voluntary Agencies Manage Organisational Change? D. Wilson - What Kind of Leadership do Voluntary Organisations Need? R. Kay - Do We Need Governing Bodies? M. Harris - What does Contracting do to Volunt…
Human Services and the Voluntary Sector
This article explores whether human service organisations in the voluntary sector possess characteristics which might assure them of possible comparative advantages over the for-profit and public sectors with respect to certain sorts of users. We argue that there are inherent structural characteristics of organisations in each sector (for example, ownership, stakeholders and resources) which predispose them to respond more or less sensitively to …
People Systems” and the Achievement of Policy Purposes
Hybrid Organizations and the Third Sector
DAVID BILLIS is Reader Emeritus at the London School of Economics. In 1978 he founded PORTVAC, the first university-based programme working with voluntarily organizations. In 1987 he became Director of the LSE Centre for Voluntary Organisation which extended the work of PORTVAC. The Centre was later renamed the Centre for Civil Society. He co-founded the journal Nonprofit Management and Leadership. He is the only non-American to receive the Disti…
Economics (8 works) · Political science (8 works) · Management (7 works) · Business (5 works) · Law (5 works) · Nonprofit Sector and Volunteering (5 works) · Public relations (5 works) · Sociology (5 works) · Citation (3 works) · Computer Science (3 works)