In this Section:
1. Brief Table of Contents
2. Full Table of Contents
BRIEF TABLE OF CONTENTS:
Chapter 1: Developing a Theory and Philosophy of Management
Chapter 2: Understanding the Organization from a Systems Perspective
Chapter 3: Using Structure to Facilitate and Support Achievement of the Agency’s Mission
Chapter 4: Job Analysis and Job Design
Chapter 5: Maximizing Organizational Performance through Human Resources Planning
Chapter 6: Strengthening the Organization throughExcellent Recruitment, Selection, and Hiring Practices
Chapter 7: Maximizing Employee Potential through Staff Training and Development
Chapter 8: Promoting Excellence through Well-Designed Motivation and Reward Systems
Chapter 9: Supervision, Performance Appraisal, Rewards, and Termination
Chapter 10: Using Data and Information to Achieve Excellence
Chapter 11: Managing Resources to Support Excellence
Chapter 12: Monitoring and Evaluating Organizational Efforts and Accomplishments
FULL TABLE OF CONTENTS:
Chapter 1: Developing a Theory and Philosophy of Management
Understanding the Manager’s Role
Defining Management and Administration
Creating a Positive Work Environment
Establishing Criteria for Organizational Excellence
Excellence as Defined by Accreditation Standards
The Opinions of Managers
Some Themes Emerging from a Study of Organizational Excellence
The Usefulness of Early Management Theory
Scientific Management
Bureaucratic Theory
Human Relations Theory
Theory X and Theory Y
Management by Objectives
Systems Theory
Contingency Theory
The Issue of Quality
The Issue of Diversity
Evidence-based Practice and Evidence-based Management
Some Themes Emerging from a Study of Organizational Excellence
Toward an Integrated Theoretical Framework for Human Services Management
The Manager as Integrator
Management Roles and Responsibilities
Chapter 2: Understanding the Organization from a Systems Perspective
What Is a Systems Perspective?
Understanding the External Environment
Economic and Political Factors
Understanding the Internal Environment
Technology
System Integrity and the Fit of Internal Environment to External Environment
Chapter 3: Using Structure to Facilitate and Support Achievement of the Agency’s Mission
The Importance of Structure
Structural Alternatives
The Formal Organizational Chart
The Informal Organizational Chart: Introducing Flexibility into the Organizational Structure
Working with Both Formal and Informal Structures
The Role of the Board of Directors
Developing a Constitution and Bylaws
Board/Executive Relationships
Chapter 4: Job Analysis and Job Design
What Is Job Analysis?
Conducting a Job Analysis
Methods of Collecting Job Analysis Information
Job Analysis as Central to the Human Resources System
Job Specifications
The Job Description
The Job Announcement
What is Job and Work Design?
When Can Job Design and Redesign Be Effective?
What Can Work Design and Redesign Accomplish?
Job- and Work-Design Strategies
Reconceptualizing the Human Service Organization
Chapter 5: Maximizing Organizational Performance through Human Resources Planning
Selecting, Hiring, and Retaining the Optimum Mix of Staff
Human Resources Law
The Letter of the Law versus the Spirit of the Law
Human Resources Planning
Achieving Excellence through Human Resources Planning
Chapter 6: Strengthening the Organization through Excellent Recruitment, Selection, and Hiring Practices
The Importance of Sound Recruitment Practices
Steps in the Recruitment, Screening and Hiring Process
Ongoing Activities
Pre-search Activities
Communication with applicants
Preliminary Screening
Secondary Screening
Hiring
Chapter 7: Maximizing Employee Potential through Staff Training and Development
Making a Positive Transition into Employment
Establishing Training, Development, and Education Policy
Orientation
Training
The In-Service Training Curriculum
Steps in Developing an In-Service Training Curriculum
The Career Development Plan
Chapter 8: Promoting Excellence through Well-Designed Motivation and Reward Systems
Understanding Employee Motivation
Theories of Motivation
Designing Effective Reward Systems
Incorporating Intrinsic Rewards into the Reward System
Allocating Extrinsic Rewards and Employee Benefits
Compensation and Financial Incentives
Paid Time Off
Insurance and Retirement Benefits
Employee Service Benefits
Alternative Work Arrangements
Job Security and Internal Mobility
Recognition
The Cafeteria Plan
Motivation, Rewards, and Internal Consistency
Chapter 9: Supervision, Performance Appraisal, Rewards, and Termination
Encouraging Optimum Employee Performance
Supervision
The Corrective Action Process
Appraisal Techniques
Tying Performance Appraisal to Rewards
Terminating Employees: Voluntary and Involuntary Terminations
The Voluntary Termination Process
The Involuntary Termination Process
Chapter 10: Using Data and Information to Achieve Excellence
The Importance of Information
The Quality of Information
Types of Data and Information Needed in Organizations
Developing Integrated Information Systems
Steps to Developing an Integrated Management Information System
Using Data and Information to Ensure Organizational Consistency and Integrity
Chapter 11: Managing Resources to Support Excellence
Budgeting Issues in Human Services
Revenue Sources
The Budget Cycle
Resource Allocation
Managing Resources to Support Excellence
Chapter 12: Moni toring and Evaluating Organizational Efforts and Accomplishments
The Components of Excellence: A Working Hypothesis
Measuring the Effectiveness of Human Service Organizations
Identifying Outcome or End-Result Variables
Assessing Managers’ Perceptions of Causal Variables: Organizational Systems and Subsystems
Assessing Staff Perceptions of Intervening Variables: Opinions on Systems and Processes
The Components of Excellence: A Working Hypothesis
Measuring the Effectiveness of Human Service Organizations
Identifying Outcome or End-Result Variables
Assessing Managers’ Perceptions of Causal Variables: Organizational Systems and Subsystems
Assessing Staff Perceptions of Intervening Variables: Opinions on Systems and Processes
Other versions by this Author
