Management of Human Service Programs,9780534368869

Management of Human Service Programs

by ; ; ;
Edition: 3rd
ISBN13: 9780534368869
ISBN10: 0534368867
Format: Hardcover
Pub. Date: 2000-11-02
Publisher(s): Brooks Cole
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Summary

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.

Table of Contents

Preface v
Facing the Challenges of Management
1(22)
The Need for Managerial Competency
2(4)
The Purposes of Human Service Programs
6(2)
The Domains of Human Service Organizations
8(2)
Administrative Expertise
8(2)
Functions of Human Service Management
10(7)
Planning
12(1)
Designing the Program and Organization
12(1)
Developing Human Resources
13(1)
Supervising
14(1)
Managing Finances
15(1)
Monitoring and Evaluating
16(1)
Human Relations Skills
17(1)
Decision-Making Skills
18(1)
Leadership and Change Management: Keeping the Organization Responsive and Vibrant
19(1)
Summary
20(1)
Discussion Questions
21(1)
Group Exercise
21(1)
Transitions into Management
21(1)
References
22(1)
The Environments of Human Service Organizations
23(19)
Uniquenesses of Human Service Organizations
24(2)
Stakeholder Expectations
26(1)
Analysis of Environmental Trends
27(3)
Political Trends
28(1)
Economic Trends
28(1)
Social Trends
29(1)
Technological Trends
29(1)
From the World to the Neighborhood: ``Thinking Globally and Acting Locally''
30(1)
Needs Assessment
30(1)
Asset Mapping
31(1)
Community Collaborations
32(2)
Boundary Management: Coalitions, Professional Associations, and Networks
34(1)
Marketing
34(3)
Publics
35(1)
Product
35(1)
Place
36(1)
Price
36(1)
Promotion
37(1)
Marketing and Collaboration
37(1)
Public Relations
37(1)
Summary
37(1)
Discussion Questions
38(1)
Meeting the Needs of Battered Women
39(1)
References
40(2)
Planning and Program Design
42(29)
Organizational Vision as a Guiding Principle
44(2)
Strategic Planning
46(9)
Selection of Goals: Operational or Tactical Planning
55(1)
Specification of Objectives
56(1)
Management by Objectives
57(1)
Program Design
58(8)
Identifying and Selecting Alternatives
58(3)
Conceptualizing the Program
61(1)
Developing an Implementation Plan
62(3)
Developing an Evaluation Plan
65(1)
Summary
66(1)
Discussion Questions
66(1)
Group Exercise
67(1)
The Model College Counseling Center
67(2)
References
69(2)
Organizational Theory for Human Service Organizations
71(31)
Classical Theories
72(4)
Bureaucracy
72(2)
Scientific Management
74(1)
Universal Management Principles
74(1)
Classical Theories in Today's Human Service Organizations
75(1)
Human Relations Approaches
76(2)
The Human Resources Model
78(5)
Open Systems Theory
83(2)
Contemporary Developments
85(9)
Professional Bureaucracies
85(1)
Community-Based Organizations and Feminist Organizations
86(1)
Japanese Management
87(1)
Total Quality Management
88(1)
The Excellence Movement
89(1)
Business Process Reengineering
90(1)
Employee Involvement and the Quality of Working Life
91(1)
Reinventing Government
92(1)
Learning Organizations
93(1)
Contingency Theories
94(2)
Summary
96(1)
Discussion Questions
96(1)
The Community Career Center
96(3)
References
99(3)
Organization Design
102(20)
Dimensions of Organization Design
103(1)
Criteria for the Design of an Organization
104(5)
Organizational Structures
109(2)
Functional Structures
109(1)
Divisional Structures
109(1)
Matrix Structures
110(1)
Linking and Coordinating Mechanisms
111(1)
Organizational Charts
112(1)
Line and Staff
113(2)
Key Organizational Processes: Decision Making and Communications
115(2)
Summary
117(1)
Discussion Questions
117(1)
Group Exercise
117(1)
The Umbrella Organization
118(2)
References
120(2)
Developing and Managing Human Resources
122(31)
Job Design
124(3)
Hiring Practices
127(3)
Recruitment
127(1)
Selection
127(2)
Orientation
129(1)
Promotion
129(1)
Staff Training
130(3)
Assessing Training and Development Needs
130(2)
Developing Training Objectives
132(1)
Designing the Training Program
132(1)
Implementing the Training Program
132(1)
Evaluating Training
133(1)
Performance Appraisal
133(3)
Appraisal Mechanisms
136(2)
Behaviorally Anchored Rating Scales
136(2)
Management by Objectives
138(1)
Critical Incident Techniques
138(1)
Valuing Diversity
138(1)
Federal Legislation
139(2)
Enforcement of Federal Legislation
140(1)
Affirmative Action
140(1)
Diversity Implications for Human Resource Development
141(2)
Encouraging Volunteer Participation
143(1)
Burnout
143(3)
Causes of Burnout
144(1)
Preventing Burnout
145(1)
Employee Assistance Programs
146(1)
Summary
147(1)
Discussion Questions
147(1)
Group Exercise
148(1)
Director of Training
148(2)
References
150(3)
Building Supervisory Relationships
153(31)
Supervisory Roles
154(2)
The Supervisory Dyad
156(3)
The Supervision Process
159(2)
Making the Transition to the Supervisory Role
161(2)
Theories of Motivation
163(3)
Content Theories
163(2)
Process Theories
165(1)
Applying Theories of Motivation
166(4)
Management by Objectives as a Motivator
166(1)
Organizational Behavior Modification
167(1)
Reward Systems
167(1)
Power and Influence
168(2)
Leadership Models in Supervision
170(5)
Blake and McCanse's Leadership Grid
170(2)
Hersey and Blanchard's Situational Leadership Model
172(2)
Contingency Theory
174(1)
Democratic Supervision
175(1)
Participative Decision Making as a Supervision Approach
176(1)
Group Dynamics and Supervision
177(1)
Challenges in Supervision
178(1)
Summary
179(1)
Discussion Questions
179(1)
Group Exercise
180(1)
The Token Economy
180(2)
References
182(2)
Managing Finances to Meet Program Goals
184(25)
Steps in the Budgeting Process
185(4)
Determining the Program Model
186(1)
Estimating Expenditures
187(2)
Creating the Annual Budget
189(2)
Financial Reports
191(2)
Audits
192(1)
Updating the Annual Budget for an Ongoing Program
192(1)
Cutback Management
193(2)
Limitations of Incrementalism
195(1)
Zero-Based Budgeting
196(1)
Cost-Benefit Analysis and Cost-Effectiveness Analysis
197(1)
Fund-Raising
198(5)
Grants and Contracts
199(1)
Writing Proposals for Grants or Contracts
200(1)
Fees
201(1)
Contributions and Planned Giving
202(1)
Managing Multiple Funding Sources
203(1)
Summary
204(1)
Discussion Questions
204(1)
Group Exercise
205(1)
The Best-Laid Plans
205(2)
References
207(2)
Designing and Using Information Systems
209(26)
Purposes of Information Systems
211(2)
The Challenges of Measuring Performance
213(4)
Design Process Guidelines
217(2)
The Design Process
219(9)
Assessment of the Current Situation
219(1)
Analysis of the Existing System
220(4)
Detailed Design
224(2)
System Testing and Agency Preparation
226(1)
Conversion
227(1)
Evaluation
227(1)
Operation, Maintenance, and Modification
227(1)
The Use of Computers
228(2)
Organizational Learning and the Quality of Working Life
230(1)
Summary
231(1)
Discussion Questions
231(1)
Evaluation Emergency
231(2)
References
233(2)
Evaluating Human Service Programs
235(32)
Purposes of Evaluation
237(2)
Administrative Decision Making
237(1)
Improvement of Current Programs
237(1)
Accountability
238(1)
Building Increased Support
238(1)
Acquiring Knowledge Regarding Service Methods
239(1)
Producers and Consumers of Evaluations
239(3)
Professional Evaluators
240(1)
Funding Sources
241(1)
Policymakers and Administrators
241(1)
Human Service Providers
241(1)
Consumers and Community Members
242(1)
The Scope of Human Service Evaluation
242(8)
Evaluability Assessment
243(2)
Process Evaluation
245(2)
Outcome Evaluation
247(2)
Efficiency Evaluation
249(1)
Implementing the Process Evaluation
250(5)
Process Evaluation Strategies
251(1)
Information Gathering
252(1)
Analysis
253(2)
Implementing the Outcome Evaluation
255(3)
Routine Outcome Measurements
255(3)
Implementing the Efficiency Evaluation
258(1)
Experimental Design Options
259(1)
Issues in Human Service Evaluation
260(2)
Summary
262(1)
Discussion Questions
263(1)
Group Exercise
263(1)
Evaluating the Consultation and Education Department
263(1)
References
264(3)
Leading and Changing Human Service Organizations
267(36)
Transactional and Transformational Leadership
269(1)
The Manager as an Articulator of Values
270(3)
Ethics: The Implementation of Values
271(2)
The Manager as an Architect of Culture
273(2)
The Manager as Developer of Vision
275(2)
The Manager as a Teacher
277(1)
The Manager as a Designer
278(1)
The Manager as a Political Actor
278(2)
Organizational Change in Human Service Organizations
280(2)
Administrative Change through Leadership
282(1)
Use of Consultants
283(6)
Types of Consultation
284(2)
Some Common Consultation Technologies
286(2)
Selecting and Using Consultants
288(1)
Staff-Initiated Organizational Change
289(1)
Why Organizational Change Efforts Often Fail
290(1)
A Comprehensive Change Model
291(6)
Preconditions
292(1)
Action System Development and Maintenance
292(1)
Current State
292(1)
Future State
293(1)
Gap Analysis
293(1)
Analysis of Driving and Restraining Forces and Stakeholders
293(2)
Initiation
295(1)
Implementation
296(1)
Institutionalization
296(1)
Summary
297(1)
Discussion Questions
297(1)
Budget Cut
297(1)
References
298(5)
Meeting the Challenge of Organizational Achievement
303(28)
Human Service Management Functions: A Systems Perspective
305(4)
Managing the Environment
305(1)
Planning and Program Design
305(1)
Organizational Theory
306(1)
Organization Design
307(1)
Human Resource Development
307(1)
Supervision
307(1)
Financial Management
308(1)
Information Systems
308(1)
Program Evaluation
308(1)
Leadership and Organizational Change
308(1)
Putting It All Together through Leadership
309(1)
Growth and Renewal for the Manager
310(2)
Team Development
312(3)
Ensuring the Ongoing Growth of the Organization
315(5)
Organizational Life Cycles
315(1)
Employee Attitude Surveys
316(1)
The Management Audit
317(1)
Cultural Competence Assessment
317(1)
The Learning Organization
318(2)
Transitioning to Management
320(2)
The Need for Managerial Excellence
322(2)
Conclusion
324(2)
Discussion Questions
326(1)
Deinstitutionalization
326(2)
References
328(3)
Appendix Management Audit 331(7)
Author Index 338(5)
Subject Index 343

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