| Preface |
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xi | |
| PART I Developing a Theory and Philosophy of Management |
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1 | (62) |
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Perspectives on Excellence in Management |
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1 | (14) |
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Understanding the Manager's Role |
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2 | (1) |
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Defining Management and Administration |
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2 | (1) |
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Creating a Positive Work Environment |
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3 | (1) |
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Establishing Criteria for Organizational Excellence |
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4 | (4) |
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4 | (1) |
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Excellence as Defined by Accreditation Standards |
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5 | (2) |
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7 | (1) |
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Some Themes Emerging from a Study of Organizational Excellence |
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8 | (1) |
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Establishing Criteria for Excellence in Leadership |
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8 | (7) |
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Examining the Qualities of Outstanding Leaders |
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8 | (1) |
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On Being Knowledge and Value Centered |
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9 | (3) |
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12 | (3) |
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Developing a Theory for the Management of Human Service Organizations |
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15 | (48) |
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The Usefulness of Early Management Theory |
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16 | (1) |
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The History of Management Thought |
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16 | (34) |
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Application of Management Concepts to Human Service Organizations |
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17 | (1) |
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17 | (4) |
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21 | (3) |
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24 | (2) |
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26 | (2) |
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28 | (3) |
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31 | (5) |
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36 | (3) |
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39 | (1) |
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Decision Making and the Influence of Organizational Culture |
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40 | (2) |
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42 | (4) |
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46 | (4) |
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Toward an Integrated Theoretical Framework for Human Services Management |
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50 | (4) |
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The Importance of System Integrity |
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50 | (2) |
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Selecting the Organizational Variables to Be Considered |
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52 | (1) |
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Selecting the Human Variables to Be Considered |
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52 | (2) |
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The Manager as Integrator |
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54 | (9) |
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Management Roles and Responsibilities |
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55 | (8) |
| PART II Managing the Organization |
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63 | (94) |
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Understanding the Organization from a Systems Perspective |
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63 | (23) |
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What Is a Systems Perspective? |
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64 | (1) |
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Understanding the External Environment |
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65 | (6) |
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66 | (2) |
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68 | (1) |
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Political/Professional Factors |
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69 | (1) |
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70 | (1) |
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Understanding the Internal Environment |
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71 | (10) |
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Organizational Purpose, Mission, and Philosophy |
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72 | (1) |
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73 | (3) |
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Organizational Operations |
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76 | (1) |
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77 | (2) |
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79 | (1) |
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80 | (1) |
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System Integrity and the Fit of Internal Environment to External Environment |
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81 | (5) |
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Using Structure to Facilitate and Support Achievement of the Agency's Mission |
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86 | (24) |
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The Importance of Structure |
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87 | (3) |
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88 | (1) |
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The Locus of Responsibility |
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88 | (1) |
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89 | (1) |
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89 | (1) |
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89 | (1) |
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Impact on Accomplishment of Organizational Goals |
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90 | (1) |
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90 | (1) |
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The Formal Organizational Chart |
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91 | (4) |
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Departmentalization by Program |
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91 | (1) |
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Departmentalization by Function |
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91 | (1) |
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Departmentalization by Process |
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92 | (1) |
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Departmentalization by Market |
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92 | (1) |
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Departmentalization by Consumer/Client |
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93 | (1) |
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Departmentalization by Geographic Area |
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94 | (1) |
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The Informal Organizational Chart: Introducing Flexibility into the Organizational Structure |
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95 | (7) |
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95 | (1) |
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96 | (2) |
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98 | (1) |
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99 | (2) |
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101 | (1) |
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Working with Both Formal and Informal Structures |
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102 | (1) |
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The Role of the Board of Directors |
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102 | (3) |
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General Responsibilities of the Board |
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103 | (1) |
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Selection of Board Members |
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103 | (1) |
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104 | (1) |
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Developing a Constitution and Bylaws |
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105 | (5) |
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Board/Executive Relationships |
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106 | (4) |
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Using Job and Work Design Creatively to Achieve Maximum Employee Performance |
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110 | (18) |
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What Is Job and Work Design? |
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111 | (3) |
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When Can Job Design and Redesign Be Effective? |
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111 | (2) |
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What Can Work Design and Redesign Accomplish? |
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113 | (1) |
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Analyzing Job Responsibilities |
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114 | (3) |
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Job- and Work-Design Strategies |
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117 | (8) |
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117 | (1) |
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118 | (2) |
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120 | (1) |
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121 | (1) |
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Varying Working Conditions |
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122 | (2) |
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124 | (1) |
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Toward a ``Jobless'' Work Environment |
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125 | (3) |
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Promoting Excellence Through Well-Designed Motivation and Reward Systems |
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128 | (29) |
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Understanding Employee Motivation |
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129 | (1) |
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129 | (7) |
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Motivating by Meeting Personal Needs |
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131 | (1) |
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Motivating by Enhancing the Quality of Work Assignments |
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132 | (2) |
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Motivating by Providing Access to Achievement |
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134 | (1) |
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Motivating by Reinforcing Performance with Rewards |
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134 | (1) |
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Motivating through Fairness and Equity |
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135 | (1) |
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Designing Effective Reward Systems |
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136 | (2) |
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Incorporating Intrinsic Rewards into the Reward System |
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138 | (1) |
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Allocating Extrinsic Rewards and Employee Benefits |
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138 | (1) |
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Compensation and Financial Incentives |
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138 | (5) |
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Determining the Basic Salary Structure |
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138 | (1) |
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139 | (2) |
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COLA, Lump-Sum Salary Increases, and Bonuses |
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141 | (2) |
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143 | (2) |
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Insurance and Retirement Benefits |
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145 | (2) |
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Employee Service Benefits |
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147 | (2) |
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Alternative Work Arrangements |
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149 | (1) |
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Job Security and Internal Mobility |
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150 | (1) |
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151 | (1) |
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152 | (1) |
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Motivation, Rewards, and Internal Consistency |
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153 | (4) |
| PART III Managing Data, Information, and Finances |
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157 | (68) |
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Using Data and Information to Achieve Excellence |
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157 | (33) |
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The Importance of Information |
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158 | (1) |
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The Quality of Information |
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158 | (1) |
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Types of Data and Information Needed in Organizations |
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159 | (3) |
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External Data and Information Considerations |
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159 | (1) |
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Internal Data and Information Considerations |
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160 | (2) |
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Developing Integrated Information Systems |
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162 | (1) |
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Steps to Developing an Integrated Management Information System |
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163 | (23) |
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Identifying Input, Throughput, Output, and Outcome Elements |
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164 | (4) |
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Identifying the Questions to Be Answered by the Management Information System |
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168 | (5) |
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Identifying Data Elements Needed to Answer Questions |
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173 | (5) |
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Developing the Tables, Charts, and Graphs That Will Display Data Needed for Reports |
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178 | (3) |
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Designing Data Collection Procedures and Instruments |
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181 | (4) |
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Designing the Data Entry, Processing, and Reporting System |
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185 | (1) |
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Run the System, Compile Sample Data, and Debug the System |
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186 | (1) |
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Using Data and Information to Ensure Organizational Consistency and Integrity |
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186 | (4) |
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Managing Resources to Support Excellence |
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190 | (35) |
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Budgeting Issues in Human Services |
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191 | (1) |
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Perspectives on the Meaning of a Budget |
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191 | (1) |
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192 | (10) |
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Government-Funded Programs |
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193 | (1) |
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194 | (3) |
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197 | (1) |
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197 | (3) |
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200 | (1) |
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Other Strategies to Increase Resources |
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201 | (1) |
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202 | (2) |
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203 | (1) |
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204 | (16) |
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204 | (2) |
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206 | (13) |
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219 | (1) |
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Managing Resources to Support Excellence |
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220 | (5) |
| PART IV Managing Human Resources |
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225 | (136) |
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Maximizing Organizational Performance through Human Resources Planning |
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225 | (25) |
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Selecting, Hiring, and Retaining the Optimum Mix of Staff |
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226 | (1) |
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227 | (3) |
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Race, Color, or National Origin |
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228 | (1) |
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228 | (1) |
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228 | (1) |
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229 | (1) |
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229 | (1) |
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229 | (1) |
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The Letter of the Law versus the Spirit of the Law |
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230 | (3) |
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Valuing, Respecting, and Maximizing the Benefits of Diversity |
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231 | (1) |
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Encouraging Full Participation |
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232 | (1) |
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Conscientious Attention to Issues Surrounding Sexual Harassment |
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232 | (1) |
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233 | (1) |
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Achieving Excellence through Human Resources Planning |
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234 | (16) |
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235 | (3) |
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Plan for Achieving the Desired Personnel Profile |
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238 | (5) |
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Implement Changes Necessary to Achieve the Plan's Goals and Objectives |
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243 | (3) |
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Monitor and Evaluate the Effects of Changes |
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246 | (4) |
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Using Job Analysis as a Basis for Ensuring Consistency within the Human Resources System |
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250 | (26) |
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251 | (1) |
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Job Analysis as Both a Process and a Product |
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252 | (1) |
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Conducting a Job Analysis |
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252 | (8) |
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252 | (1) |
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The Elements of Job Analysis |
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253 | (7) |
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Methods of Collecting Job Analysis Information |
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260 | (5) |
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Job Analysis Interviewing |
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261 | (1) |
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Job Analysis Questionnaires |
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262 | (2) |
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264 | (1) |
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265 | (1) |
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Job Analysis as Central to the Human Resources System |
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265 | (1) |
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266 | (3) |
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Parts of the Job Description |
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267 | (2) |
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269 | (3) |
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269 | (1) |
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270 | (2) |
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272 | (1) |
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Investing Time in Job Analysis |
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272 | (4) |
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Strengthening the Organization through Excellent Recruitment, Selection, and Hiring Practices |
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276 | (24) |
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The Importance of Sound Recruitment Practices |
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277 | (1) |
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Basic Recruitment Concepts and Issues |
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278 | (2) |
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Establishing Employment Policies |
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278 | (1) |
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279 | (1) |
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The Preplanning, Recruitment, Selection, and Hiring Processes |
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280 | (1) |
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281 | (8) |
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Preparing the Job Announcement |
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282 | (1) |
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Identifying Target Audiences and Potential Recruits |
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282 | (4) |
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Disseminating Recruitment and Application Materials |
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286 | (1) |
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Soliciting Reference Letters |
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287 | (1) |
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Processing Applications and Responding to Applicants |
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288 | (1) |
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289 | (6) |
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290 | (1) |
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291 | (1) |
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291 | (1) |
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291 | (1) |
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292 | (3) |
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295 | (5) |
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Maximizing Employee Potential through Staff Training and Development |
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300 | (26) |
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Making a Positive Transition into Employment |
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301 | (1) |
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Establishing Training, Development, and Education Policy |
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301 | (1) |
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302 | (4) |
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Orientation Strategies and Techniques |
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303 | (3) |
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306 | (3) |
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Developing a Comprehensive Staff Training and Development Plan |
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307 | (2) |
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The In-Service Training Curriculum |
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309 | (2) |
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Steps in Developing an In-Service Training Curriculum |
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311 | (10) |
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Identifying Training Needs |
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311 | (3) |
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Developing Training Courses or Modules |
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314 | (5) |
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Monitoring and Evaluating the Overall Training Program |
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319 | (2) |
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The Career Development Plan |
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321 | (5) |
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Supervision, Performance Appraisal, Rewards, and Termination |
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326 | (35) |
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Encouraging Optimum Employee Performance |
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327 | (1) |
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328 | (4) |
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Policy on Supervision and Performance Appraisal |
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329 | (3) |
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The Corrective Action Process |
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332 | (6) |
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The Hiring/Orientation Interviews |
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334 | (1) |
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The ``We've Got a Problem'' Interview |
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334 | (1) |
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The ``You've Got a Problem'' Interview |
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335 | (1) |
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The Probationary Interview |
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336 | (1) |
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The Termination Interview |
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337 | (1) |
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338 | (11) |
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Designing the Appraisal System |
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338 | (1) |
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339 | (10) |
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Tying Performance Appraisal to Rewards |
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349 | (2) |
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Terminating Employees: Voluntary and Involuntary Terminations |
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351 | (10) |
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351 | (3) |
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The Voluntary Termination Process |
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354 | (1) |
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The Involuntary Termination Process |
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355 | (6) |
| PART V Monitoring and Evaluating Organizational Effectiveness |
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361 | (17) |
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Monitoring and Evaluating Organizational Efforts and Accomplishments |
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361 | (17) |
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The Components of Excellence: A Working Hypothesis |
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362 | (3) |
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Early Research on Organizational Effectiveness |
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362 | (2) |
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Variables Useful in Understanding Organizational Effectiveness |
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364 | (1) |
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Measuring the Effectiveness of Human Service Organizations |
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365 | (1) |
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Identifying Outcome or End-Result Variables |
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366 | (1) |
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Strategic and Long-Range Planning |
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366 | (1) |
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367 | (1) |
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Assessing Managers' Perceptions of Causal Variables: Organizational Systems and Subsystems |
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367 | (5) |
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Assessing Staff Perceptions of Intervening Variables: Opinions on Systems and Processes |
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372 | (6) |
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Interpreting Staff Perceptions |
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375 | (3) |
| Index |
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378 | |
Other versions by this Author
