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Master management and leadership with MANAGEMENT OF HUMAN SERVICE PROGRAMS. Practical and easy to use, this human services text provides important guidelines for working within agencies that every manager of administrator needs to know. Every chapter includes a case example with reflection questions to help you view the issues in action and to help you reflect on how you would handle the scenario. Topics include challenges of management, environments of human service agencies, program design, organizational theory, organizational design, human resources, supervisory relationships, finances, information systems, program evaluation, organizational change, leadership, and achieving and maintaining organizational excellence.

Tabla de contenidos provista por Syndetics

• Preface(p. v)
• Chapter 1 Facing the Challenges of Management(p. 1)
• The Need for Managerial Competency(p. 2)
• The Purposes of Human Service Programs(p. 6)
• The Domains of Human Service Organizations(p. 8)
• Administrative Expertise(p. 8)
• Functions of Human Service Management(p. 10)
• Planning(p. 12)
• Designing the Program and Organization(p. 12)
• Developing Human Resources(p. 13)
• Supervising(p. 14)
• Managing Finances(p. 15)
• Monitoring and Evaluating(p. 16)
• Human Relations Skills(p. 17)
• Decision-Making Skills(p. 18)
• Leadership and Change Management: Keeping the Organization Responsive and Vibrant(p. 19)
• Summary(p. 20)
• Discussion Questions(p. 21)
• Group Exercise(p. 21)
• Case 1 Transitions into Management(p. 21)
• References(p. 22)
• Chapter 2 The Environments of Human Service Organizations(p. 23)
• Uniquenesses of Human Service Organizations(p. 24)
• Stakeholder Expectations(p. 26)
• Analysis of Environmental Trends(p. 27)
• Political Trends(p. 28)
• Economic Trends(p. 28)
• Social Trends(p. 29)
• Technological Trends(p. 29)
• From the World to the Neighborhood: "Thinking Globally and Acting Locally"(p. 30)
• Needs Assessment(p. 30)
• Asset Mapping(p. 31)
• Community Collaborations(p. 32)
• Boundary Management: Coalitions, Professional Associations, and Networks(p. 34)
• Marketing(p. 34)
• Publics(p. 35)
• Product(p. 35)
• Place(p. 36)
• Price(p. 36)
• Promotion(p. 37)
• Marketing and Collaboration(p. 37)
• Public Relations(p. 37)
• Summary(p. 37)
• Discussion Questions(p. 38)
• Case 2 Meeting the Needs of Battered Women(p. 39)
• References(p. 40)
• Chapter 3 Planning and Program Design(p. 42)
• Organizational Vision as a Guiding Principle(p. 44)
• Strategic Planning(p. 46)
• Selection of Goals: Operational or Tactical Planning(p. 55)
• Specification of Objectives(p. 56)
• Management by Objectives(p. 57)
• Program Design(p. 58)
• Identifying and Selecting Alternatives(p. 58)
• Conceptualizing the Program(p. 61)
• Developing an Implementation Plan(p. 62)
• Developing an Evaluation Plan(p. 65)
• Summary(p. 66)
• Discussion Questions(p. 66)
• Group Exercise(p. 67)
• Case 3 The Model College Counseling Center(p. 67)
• References(p. 69)
• Chapter 4 Organizational Theory for Human Service Organizations(p. 71)
• Classical Theories(p. 72)
• Bureaucracy(p. 72)
• Scientific Management(p. 74)
• Universal Management Principles(p. 74)
• Classical Theories in Today's Human Service Organizations(p. 75)
• Human Relations Approaches(p. 76)
• The Human Resources Model(p. 78)
• Open Systems Theory(p. 83)
• Contemporary Developments(p. 85)
• Professional Bureaucracies(p. 85)
• Community-Based Organizations and Feminist Organizations(p. 86)
• Japanese Management(p. 87)
• Total Quality Management(p. 88)
• The Excellence Movement(p. 89)
• Business Process Reengineering(p. 90)
• Employee Involvement and the Quality of Working Life(p. 91)
• Reinventing Government(p. 92)
• Learning Organizations(p. 93)
• Contingency Theories(p. 94)
• Summary(p. 96)
• Discussion Questions(p. 96)
• Case 4 The Community Career Center(p. 96)
• References(p. 99)
• Chapter 5 Organization Design(p. 102)
• Dimensions of Organization Design(p. 103)
• Criteria for the Design of an Organization(p. 104)
• Organizational Structures(p. 109)
• Functional Structures(p. 109)
• Divisional Structures(p. 109)
• Matrix Structures(p. 110)
• Linking and Coordinating Mechanisms(p. 111)
• Organizational Charts(p. 112)
• Line and Staff(p. 113)
• Key Organizational Processes: Decision Making and Communications(p. 115)
• Summary(p. 117)
• Discussion Questions(p. 117)
• Group Exercise(p. 117)
• Case 5 The Umbrella Organization(p. 118)
• References(p. 120)
• Chapter 6 Developing and Managing Human Resources(p. 122)
• Job Design(p. 124)
• Hiring Practices(p. 127)
• Recruitment(p. 127)
• Selection(p. 127)
• Orientation(p. 129)
• Promotion(p. 129)
• Staff Training(p. 130)
• Assessing Training and Development Needs(p. 130)
• Developing Training Objectives(p. 132)
• Designing the Training Program(p. 132)
• Implementing the Training Program(p. 132)
• Evaluating Training(p. 133)
• Performance Appraisal(p. 133)
• Appraisal Mechanisms(p. 136)
• Behaviorally Anchored Rating Scales(p. 136)
• Management by Objectives(p. 138)
• Critical Incident Techniques(p. 138)
• Valuing Diversity(p. 138)
• Federal Legislation(p. 139)
• Enforcement of Federal Legislation(p. 140)
• Affirmative Action(p. 140)
• Diversity Implications for Human Resource Development(p. 141)
• Encouraging Volunteer Participation(p. 143)
• Burnout(p. 143)
• Causes of Burnout(p. 144)
• Preventing Burnout(p. 145)
• Employee Assistance Programs(p. 146)
• Summary(p. 147)
• Discussion Questions(p. 147)
• Group Exercise(p. 148)
• Case 6 Director of Training(p. 148)
• References(p. 150)
• Chapter 7 Building Supervisory Relationships(p. 153)
• Supervisory Roles(p. 154)
• The Supervisory Dyad(p. 156)
• The Supervision Process(p. 159)
• Making the Transition to the Supervisory Role(p. 161)
• Theories of Motivation(p. 163)
• Content Theories(p. 163)
• Process Theories(p. 165)
• Applying Theories of Motivation(p. 166)
• Management by Objectives as a Motivator(p. 166)
• Organizational Behavior Modification(p. 167)
• Reward Systems(p. 167)
• Power and Influence(p. 168)
• Leadership Models in Supervision(p. 170)
• Blake and McCanse's Leadership Grid(p. 170)
• Hersey and Blanchard's Situational Leadership Model(p. 172)
• Contingency Theory(p. 174)
• Democratic Supervision(p. 175)
• Participative Decision Making as a Supervision Approach(p. 176)
• Group Dynamics and Supervision(p. 177)
• Challenges in Supervision(p. 178)
• Summary(p. 179)
• Discussion Questions(p. 179)
• Group Exercise(p. 180)
• Case 7 The Token Economy(p. 180)
• References(p. 182)
• Chapter 8 Managing Finances to Meet Program Goals(p. 184)
• Steps in the Budgeting Process(p. 185)
• Determining the Program Model(p. 186)
• Estimating Expenditures(p. 187)
• Creating the Annual Budget(p. 189)
• Financial Reports(p. 191)
• Audits(p. 192)
• Updating the Annual Budget for an Ongoing Program(p. 192)
• Cutback Management(p. 193)
• Limitations of Incrementalism(p. 195)
• Zero-Based Budgeting(p. 196)
• Cost-Benefit Analysis and Cost-Effectiveness Analysis(p. 197)
• Fund-Raising(p. 198)
• Grants and Contracts(p. 199)
• Writing Proposals for Grants or Contracts(p. 200)
• Fees(p. 201)
• Contributions and Planned Giving(p. 202)
• Managing Multiple Funding Sources(p. 203)
• Summary(p. 204)
• Discussion Questions(p. 204)
• Group Exercise(p. 205)
• Case 8 The Best-Laid Plans(p. 205)
• References(p. 207)
• Chapter 9 Designing and Using Information Systems(p. 209)
• Purposes of Information Systems(p. 211)
• The Challenges of Measuring Performance(p. 213)
• Design Process Guidelines(p. 217)
• The Design Process(p. 219)
• Step 1 Assessment of the Current Situation(p. 219)
• Step 2 Analysis of the Existing System(p. 220)
• Step 3 Detailed Design(p. 224)
• Step 4 System Testing and Agency Preparation(p. 226)
• Step 5 Conversion(p. 227)
• Step 6 Evaluation(p. 227)
• Step 7 Operation, Maintenance, and Modification(p. 227)
• The Use of Computers(p. 228)
• Organizational Learning and the Quality of Working Life(p. 230)
• Summary(p. 231)
• Discussion Questions(p. 231)
• Case 9 Evaluation Emergency(p. 231)
• References(p. 233)
• Chapter 10 Evaluating Human Service Programs(p. 235)
• Purposes of Evaluation(p. 237)
• Administrative Decision Making(p. 237)
• Improvement of Current Programs(p. 237)
• Accountability(p. 238)
• Building Increased Support(p. 238)
• Acquiring Knowledge Regarding Service Methods(p. 239)
• Producers and Consumers of Evaluations(p. 239)
• Professional Evaluators(p. 240)
• Funding Sources(p. 241)
• Policymakers and Administrators(p. 241)
• Human Service Providers(p. 241)
• Consumers and Community Members(p. 242)
• The Scope of Human Service Evaluation(p. 242)
• Evaluability Assessment(p. 243)
• Process Evaluation(p. 245)
• Outcome Evaluation(p. 247)
• Efficiency Evaluation(p. 249)
• Implementing the Process Evaluation(p. 250)
• Process Evaluation Strategies(p. 251)
• Information Gathering(p. 252)
• Analysis(p. 253)
• Implementing the Outcome Evaluation(p. 255)
• Routine Outcome Measurements(p. 255)
• Implementing the Efficiency Evaluation(p. 258)
• Experimental Design Options(p. 259)
• Issues in Human Service Evaluation(p. 260)
• Summary(p. 262)
• Discussion Questions(p. 263)
• Group Exercise(p. 263)
• Case 10 Evaluating the Consultation and Education Department(p. 263)
• References(p. 264)
• Chapter 11 Leading and Changing Human Service Organizations(p. 267)
• Transactional and Transformational Leadership(p. 269)
• The Manager as an Articulator of Values(p. 270)
• Ethics: The Implementation of Values(p. 271)
• The Manager as an Architect of Culture(p. 273)
• The Manager as Developer of Vision(p. 275)
• The Manager as a Teacher(p. 277)
• The Manager as a Designer(p. 278)
• The Manager as a Political Actor(p. 278)
• Organizational Change in Human Service Organizations(p. 280)
• Administrative Change through Leadership(p. 282)
• Use of Consultants(p. 283)
• Types of Consultation(p. 284)
• Some Common Consultation Technologies(p. 286)
• Selecting and Using Consultants(p. 288)
• Staff-Initiated Organizational Change(p. 289)
• Why Organizational Change Efforts Often Fail(p. 290)
• A Comprehensive Change Model(p. 291)
• Preconditions(p. 292)
• Action System Development and Maintenance(p. 292)
• Current State(p. 292)
• Future State(p. 293)
• Gap Analysis(p. 293)
• Analysis of Driving and Restraining Forces and Stakeholders(p. 293)
• Initiation(p. 295)
• Implementation(p. 296)
• Institutionalization(p. 296)
• Summary(p. 297)
• Discussion Questions(p. 297)
• Case 11 Budget Cut(p. 297)
• References(p. 298)
• Chapter 12 Meeting the Challenge of Organizational Achievement(p. 303)
• Human Service Management Functions: A Systems Perspective(p. 305)
• Managing the Environment(p. 305)
• Planning and Program Design(p. 305)
• Organizational Theory(p. 306)
• Organization Design(p. 307)
• Human Resource Development(p. 307)
• Supervision(p. 307)
• Financial Management(p. 308)
• Information Systems(p. 308)
• Program Evaluation(p. 308)
• Leadership and Organizational Change(p. 308)
• Putting It All Together through Leadership(p. 309)
• Growth and Renewal for the Manager(p. 310)
• Team Development(p. 312)
• Ensuring the Ongoing Growth of the Organization(p. 315)
• Organizational Life Cycles(p. 315)
• Employee Attitude Surveys(p. 316)
• The Management Audit(p. 317)
• Cultural Competence Assessment(p. 317)
• The Learning Organization(p. 318)
• Transitioning to Management(p. 320)
• The Need for Managerial Excellence(p. 322)
• Conclusion(p. 324)
• Discussion Questions(p. 326)
• Case 12 Deinstitutionalization(p. 326)
• References(p. 328)
• Appendix
• Management Audit(p. 331)
• Author Index(p. 338)
• Subject Index(p. 343)