Management of human service programs /
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| Author / Creator: | Lewis, Judith A., 1939- |
|---|---|
| Imprint: | Monterey, Calif. : Brooks/Cole Pub. Co., c1983. |
| Description: | xii, 228 p. : ill. ; 25 cm. |
| Language: | English |
| Subject: | |
| Format: | Print Book |
| URL for this record: | http://pi.lib.uchicago.edu/1001/cat/bib/502492 |
Table of Contents:
- Preface
- Chapter 1. Facing the Challenges of Management
- The Need for Managerial Competency
- The Purposes of Human Service Programs
- The Domains of Human Service Organizations
- Administrative Expertise
- Functions of Human Service Management
- Planning
- Designing the Program and Organization
- Developing Human Resources
- Supervising
- Managing Finances
- Monitoring and Evaluating
- Human Relations Skills
- Decision-Making Skills
- Leadership and Change Management: Keeping the Organization Responsive and Vibrant
- Summary
- Discussion Questions
- Group Exercise
- Case 1. Transitions into Management
- References
- Chapter 2. The Environments of Human Service Organizations
- Uniquenesses of Human Service Organizations
- Stakeholder Expectations
- Analysis of Environmental Trends
- Political Trends
- Economic Trends
- Social Trends
- Technological Trends
- From the World to the Neighborhood: "Thinking Globally and Acting Locally"
- Needs Assessment
- Asset Mapping
- Community Collaborations
- Boundary Management: Coalitions, Professional Associations, and Networks
- Marketing
- Publics
- Product
- Place
- Price
- Promotion
- Marketing and Collaboration
- Public Relations
- Summary
- Discussion Questions
- Case 2. Meeting the Needs of Battered Women
- References
- Chapter 3. Planning and Program Design
- Organizational Vision as a Guiding Principle
- Strategic Planning
- Selection of Goals: Operational or Tactical Planning
- Specification of Objectives
- Management by Objectives
- Program Design
- Identifying and Selecting Alternatives
- Conceptualizing the Program
- Developing an Implementation Plan
- Developing an Evaluation Plan
- Summary
- Discussion Questions
- Group Exercise
- Case 3. The Model College Counseling Center
- References
- Chapter 4. Organizational Theory for Human Service Organizations
- Classical Theories
- Bureaucracy
- Scientific Management
- Universal Management Principles
- Classical Theories in Today's Human Service Organizations
- Human Relations Approaches
- The Human Resources Model
- Open Systems Theory
- Contemporary Developments
- Professional Bureaucracies
- Community-Based Organizations and Feminist Organizations
- Japanese Management
- Total Quality Management
- The Excellence Movement
- Business Process Reengineering
- Employee Involvement and the Quality of Working Life
- Reinventing Government
- Learning Organizations
- Contingency Theories
- Summary
- Discussion Questions
- Case 4. The Community Career Center
- References
- Chapter 5. Organization Design
- Dimensions of Organization Design
- Criteria for the Design of an Organization
- Organizational Structures
- Functional Structures
- Divisional Structures
- Matrix Structures
- Linking and Coordinating Mechanisms
- Organizational Charts
- Line and Staff
- Key Organizational Processes: Decision Making and Communications
- Summary
- Discussion Questions
- Group Exercise
- Case 5. The Umbrella Organization
- References
- Chapter 6. Developing and Managing Human Resources
- Job Design
- Hiring Practices
- Recruitment
- Selection
- Orientation
- Promotion
- Staff Training
- Assessing Training and Development Needs
- Developing Training Objectives
- Designing the Training Program
- Implementing the Training Program
- Evaluating Training
- Performance Appraisal
- Appraisal Mechanisms
- Behaviorally Anchored Rating Scales
- Management by Objectives
- Critical Incident Techniques
- Valuing Diversity
- Federal Legislation
- Enforcement of Federal Legislation
- Affirmative Action
- Diversity Implications for Human Resource Development
- Encouraging Volunteer Participation
- Burnout
- Causes of Burnout
- Preventing Burnout
- Employee Assistance Programs
- Summary
- Discussion Questions
- Group Exercise
- Case 6. Director of Training
- References
- Chapter 7. Building Supervisory Relationships
- Supervisory Roles
- The Supervisory Dyad
- The Supervision Process
- Making the Transition to the Supervisory Role
- Theories of Motivation
- Content Theories
- Process Theories
- Applying Theories of Motivation
- Management by Objectives as a Motivator
- Organizational Behavior Modification
- Reward Systems
- Power and Influence
- Leadership Models in Supervision
- Blake and McCanse's Leadership Grid
- Hersey and Blanchard's Situational Leadership Model
- Contingency Theory
- Democratic Supervision
- Participative Decision Making as a Supervision Approach
- Group Dynamics and Supervision
- Challenges in Supervision
- Summary
- Discussion Questions
- Group Exercise
- Case 7. The Token Economy
- References
- Chapter 8. Managing Finances to Meet Program Goals
- Steps in the Budgeting Process
- Determining the Program Model
- Estimating Expenditures
- Creating the Annual Budget
- Financial Reports
- Audits
- Updating the Annual Budget for an Ongoing Program
- Cutback Management
- Limitations of Incrementalism
- Zero-Based Budgeting
- Cost-Benefit Analysis and Cost-Effectiveness Analysis
- Fund-Raising
- Grants and Contracts
- Writing Proposals for Grants or Contracts
- Fees
- Contributions and Planned Giving
- Managing Multiple Funding Sources
- Summary
- Discussion Questions
- Group Exercise
- Case 8. The Best-Laid Plans
- References
- Chapter 9. Designing and Using Information Systems
- Purposes of Information Systems
- The Challenges of Measuring Performance
- Design Process Guidelines
- The Design Process
- Step 1. Assessment of the Current Situation
- Step 2. Analysis of the Existing System
- Step 3. Detailed Design
- Step 4. System Testing and Agency Preparation
- Step 5. Conversion
- Step 6. Evaluation
- Step 7. Operation, Maintenance, and Modification
- The Use of Computers
- Organizational Learning and the Quality of Working Life
- Summary
- Discussion Questions
- Case 9. Evaluation Emergency
- References
- Chapter 10. Evaluating Human Service Programs
- Purposes of Evaluation
- Administrative Decision Making
- Improvement of Current Programs
- Accountability
- Building Increased Support
- Acquiring Knowledge Regarding Service Methods
- Producers and Consumers of Evaluations
- Professional Evaluators
- Funding Sources
- Policymakers and Administrators
- Human Service Providers
- Consumers and Community Members
- The Scope of Human Service Evaluation
- Evaluability Assessment
- Process Evaluation
- Outcome Evaluation
- Efficiency Evaluation
- Implementing the Process Evaluation
- Process Evaluation Strategies
- Information Gathering
- Analysis
- Implementing the Outcome Evaluation
- Routine Outcome Measurements
- Implementing the Efficiency Evaluation
- Experimental Design Options
- Issues in Human Service Evaluation
- Summary
- Discussion Questions
- Group Exercise
- Case 10. Evaluating the Consultation and Education Department
- References
- Chapter 11. Leading and Changing Human Service Organizations
- Transactional and Transformational Leadership
- The Manager as an Articulator of Values
- Ethics: The Implementation of Values
- The Manager as an Architect of Culture
- The Manager as Developer of Vision
- The Manager as a Teacher
- The Manager as a Designer
- The Manager as a Political Actor
- Organizational Change in Human Service Organizations
- Administrative Change through Leadership
- Use of Consultants
- Types of Consultation
- Some Common Consultation Technologies
- Selecting and Using Consultants
- Staff-Initiated Organizational Change
- Why Organizational Change Efforts Often Fail
- A Comprehensive Change Model
- Preconditions
- Action System Development and Maintenance
- Current State
- Future State
- Gap Analysis
- Analysis of Driving and Restraining Forces and Stakeholders
- Initiation
- Implementation
- Institutionalization
- Summary
- Discussion Questions
- Case 11. Budget Cut
- References
- Chapter 12. Meeting the Challenge of Organizational Achievement
- Human Service Management Functions: A Systems Perspective
- Managing the Environment
- Planning and Program Design
- Organizational Theory
- Organization Design
- Human Resource Development
- Supervision
- Financial Management
- Information Systems
- Program Evaluation
- Leadership and Organizational Change
- Putting It All Together through Leadership
- Growth and Renewal for the Manager
- Team Development
- Ensuring the Ongoing Growth of the Organization
- Organizational Life Cycles
- Employee Attitude Surveys
- The Management Audit
- Cultural Competence Assessment
- The Learning Organization
- Transitioning to Management
- The Need for Managerial Excellence
- Conclusion
- Discussion Questions
- Case 12. Deinstitutionalization
- References
- Appendix
- Management Audit
- Author Index
- Subject Index