Achieving excellence in the management of human service organizations
著者
書誌事項
Achieving excellence in the management of human service organizations
Allyn and Bacon, c2002
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注記
Includes bibliographical references and index
内容説明・目次
内容説明
This book aims to create an integrated model for management and administrative practice.
To date, management books have identified problems in organizational functioning and described how systems should work-this book goes beyond description. First, the text identifies themes that serve as guidelines to insure internal consistency within the organization. Then it proposes what managers need to do to put their organizations back on track toward excellence. The overall emphasis is on how to get employees to perform at their optimum levels to insure organizational efficiency, effectiveness, quality and productivity.
The model presented in the book is rooted in management theory, and is adapted to human service organizations generally, and social work issues specifically. It is organized in a way that encourages managers to design or redesign organizational systems and subsystems in a way that will permit and support optimal functioning. Once the systems are in place, managers are then guided through a plan to bring employees on board and continuously nurture them in a way that they identify their success with that of the organization. A framework is presented in the final chapter for ongoing monitoring and evaluation of organizational performance and continuous quality improvement.
目次
Table of Contents.
I. DEVELOPING A THEORY AND PHILOSOPHY OF MANAGEMENT.
1. Perspectives on Excellence in Management.
Understanding the Manager's Role.
Defining the Management and Administration.
Creating a Positive Work Environment.
Establishing Criteria for Organizational Excellence.
Establishing Criteria for Excellence in Leadership.
2. Developing a Theory for the Management of Human Service Organizations.
The Usefulness of Early Management Theory.
The History of Management Thought.
Toward an Integrated Theoretical Framework for Human Services Management.
The Manager as Integrator.
II. MANAGING THE ORGANIZATION.
3. Understanding the Organization from a Systems Perspective.
What Is a Systems Perspective?
Understanding the External Environment.
Understanding the Internal Environment.
System Integrity and the Fit of Internal Environment to External Environment.
4. 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.
5. Using Job and Work Design Creatively to Achieve Maximum Employee Performance.
What Is Job and Work Design?
Analyzing Job Responsibilities.
Job- and Work-Design Strategies.
Toward a "Jobless" Work Environment.
6. Promoting Excellence Through Well-Designed Motivation and Reward Systems.
Understanding Employee Motivation.
Theories of Motivation.
Designing Effective Reward Systems.
Incorporating Intrinsic Rewards into the Rewards 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.
III. MANAGING DATA, INFORMATION AND FINANCES.
7. 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 Insure Organizational Consistency and Integrity.
8. Managing Resources to Support Excellence.
Budgeting Issues in Human Services.
Revenue Sources.
The Budget Cycle.
Resource Allocation.
Managing Resources to Support Excellence.
IV. MANAGING HUMAN RESOURCES.
9. Maximizing Organizational Performance Through Human Resource Planning.
Selecting, Hiring, and Retaining the Optimum Mix of Staff.
Human Resource Law.
The Letter of the Law versus the Spirit of the Law.
Human Resource Planning.
Achieving Excellence Through Human Resource Planning.
10. Using Job Analysis as a Basic for Insuring Consistency Within the Human Resource System.
What is Job Analysis?
Conducting a Job Analysis.
Methods of Collecting Job Analysis Information.
Job Analysis as Central to the Human Resource System.
The Job Description.
Job Specifications.
The Job Announcement.
Investing Time in Job Analysis.
11. Strengthening the Organization Through Excellent Recruitment, Selection, and Hiring Practices.
The Importance of Sound Recruitment Practices.
Basic Recruitment Concepts and Issues.
The Preplanning, Recruitment, Selection, and Hiring Processes.
Recruitment.
Employee Selection.
Hiring.
12. 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.
13. Achieving Continuous Organizational Improvement Through Sound Practices in 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.
IV. MONITORING AND EVALUATING ORGANIZATIONAL EFFECTIVENESS.
14. Monitoring 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 Casual Variable.
Organizational Systems and Subsystems.
Assessing Staff Perceptions of Intervening Variables: Opinions of Systems and Processes.
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