A follow up of a classic book on human services organizational theory and supported by new research, the authors present state of the art theory on how and why human service organizations operate they way they do. The authors examine the multiple, intersecting forces of moral rules and judgments, the political economy, social policy, worker/client relations, and practice implications to help students understand why human service organizations are different from other types of organizations and what this means in terms of management, practice, and client/worker relations.