Excellence in Human Service Organization Management (Standards for Excellence Series)

Cover......Page 1
Title Page......Page 8
Copyright Page......Page 9
Contents......Page 10
Preface......Page 19
Acknowledgments......Page 21
Learning Objectives and Outcomes in this Text......Page 22
Understanding the Manager’s Role......Page 28
Defining Management and Administration......Page 29
Establishing Criteria for Organizational Excellence......Page 30
Excellence as Defined by Accreditation Standards......Page 31
The Opinions of Managers......Page 32
The Usefulness of Early Management Theory......Page 33
Scientific Management......Page 35
Bureaucratic Theory......Page 37
Human Relations Theory......Page 39
Theory X and Theory Y......Page 41
Management by Objectives......Page 44
Systems Theory......Page 47
Contingency Theory......Page 50
The Issue of Quality......Page 53
The Issue of Diversity......Page 54
Evidence-Based Practice and Evidence-Based Management......Page 57
The Importance of System Integrity......Page 58
Selecting the Organizational and Human Variables to Be Considered......Page 59
The Manager as Integrator......Page 61
Management Roles and Responsibilities......Page 62
Summary......Page 64
What Is a Systems Perspective?......Page 66
Understanding the External Environment......Page 68
Economic and Political Factors......Page 70
Clients and Consumers......Page 71
Social and Community Expectations......Page 74
Technological Factors......Page 75
Understanding the Internal Environment......Page 76
Organizational Goals......Page 77
Financial Resources......Page 79
Human Resources......Page 81
Organizational Operations......Page 84
Technology......Page 85
System Integrity and the Fit of Internal Environment to External Environment......Page 86
Summary......Page 87
The Importance of Structure......Page 89
The Focus of Work......Page 90
Supervision......Page 91
Lines of Communication......Page 92
Impact on Accomplishment of Organizational Goals......Page 93
The Formal Organizational Chart......Page 94
Departmentalization by Function......Page 95
Departmentalization by Process......Page 96
Departmentalization by Consumer/Client......Page 97
Departmentalization by Geographic Area......Page 98
Matrix Organizations......Page 99
The Project Team......Page 101
The Collegial Model......Page 104
Mixed-Matrix Options......Page 105
The Role of the Board of Directors......Page 106
Selection of Board Members......Page 107
Creating a Board Matrix......Page 108
Developing a Constitution and Bylaws......Page 109
Board/Executive Relationships......Page 110
Summary......Page 111
What Is Job Analysis?......Page 112
Job Analysis as Both a Process and a Product......Page 113
The Elements of Job Analysis......Page 114
Job Analysis Interviewing......Page 121
Job Analysis Questionnaires......Page 122
Observation......Page 124
Job Analysis as Central to the Human Resources System......Page 125
Job Specifications......Page 126
The Job Description......Page 127
Parts of the Job Description......Page 128
What Is Job and Work Design?......Page 131
When Can Job Design and Redesign Be Effective?......Page 132
What Can Work Design and Redesign Accomplish?......Page 134
Job Enrichment......Page 135
Job Rotation......Page 136
Varying Working Conditions......Page 137
Use of Technology......Page 139
Reconceptualizing the Human Service Organization......Page 140
Summary......Page 141
Selecting, Hiring, and Retaining the Optimum Mix of Staff......Page 143
Race, Color, or National Origin......Page 145
Sex/Gender......Page 146
Disabilities......Page 147
Valuing, Respecting, and Maximizing the Benefits of Diversity......Page 149
Encouraging Full Participation......Page 150
Human Resources Planning......Page 151
Step 1: Project Personnel Needs......Page 152
Step 2: Plan for Achieving the Desired Personnel Profile......Page 156
Step 3: Implement Changes Necessary to Achieve the Plan’s Goals and Objectives......Page 161
Step 4: Monitor and Evaluate the Effects of Changes......Page 164
Summary......Page 166
The Importance of Sound Recruitment Practices......Page 168
Steps Involved in the Recruitment, Screening, and Hiring Process......Page 169
Ongoing Activities......Page 171
Pre-Search Activities......Page 172
Communication with Applicants......Page 178
Preliminary Screening......Page 182
Secondary Screening......Page 184
Hiring......Page 189
Summary......Page 190
Making a Positive Transition into Employment......Page 192
Establishing Training, Development, and Education Policy......Page 193
Orientation......Page 194
Orientation Strategies and Techniques......Page 195
Training......Page 197
Developing a Comprehensive Staff Training and Development Plan......Page 198
The In-Service Training Curriculum......Page 200
Step 1. Identifying Training Needs......Page 203
Step 2. Developing Training Courses or Modules, Including Objectives, Course Content, Teaching Method, and Course Evaluation Design......Page 205
Step 3. Monitoring and Evaluating the Overall Training Program......Page 210
The Career Development Plan......Page 212
Summary......Page 214
Understanding Employee Motivation......Page 216
Motivating by Meeting Personal Needs......Page 217
Motivating by Enhancing the Quality of Work Assignments......Page 220
Motivating by Providing Access to Achievement and Rewards......Page 221
Motivating through Fairness and Equity......Page 222
Designing Effective Reward Systems......Page 223
Incorporating Intrinsic Rewards into the Reward System......Page 224
Determining the Basic Salary Structure......Page 225
Merit Increases......Page 226
COLA, Lump-Sum Salary Increases, and Bonuses......Page 228
Paid Time Off......Page 230
Insurance and Retirement Benefits......Page 231
Employee Service Benefits......Page 234
Alternative Work Arrangements......Page 236
Job Security and Internal Mobility......Page 237
Recognition......Page 238
The Cafeteria Plan......Page 239
Motivation, Rewards, and Internal Consistency......Page 240
Summary......Page 241
Encouraging Optimum Employee Performance......Page 243
Supervision......Page 244
Policy on Supervision and Performance Appraisal......Page 245
The Hiring/Orientation Interviews......Page 250
The “We’ve Got a Problem” Interview......Page 251
The “You’ve Got a Problem” Interview......Page 252
The Probationary Interview......Page 253
Appraisal Techniques......Page 254
Designing the Appraisal System......Page 255
Appraisal Instruments......Page 256
Tying Performance Appraisal to Rewards......Page 267
Types of Termination......Page 269
The Involuntary Termination Process......Page 272
Summary......Page 274
The Importance of Information......Page 276
Types of Data and Information Needed in Organizations......Page 277
Internal Data and Information Considerations......Page 278
Developing Integrated Information Systems......Page 279
Steps to Developing an Integrated Management Information System......Page 280
Step 1: Identify Input, Throughput, Output, and Outcome Elements......Page 282
Identifying the Information Needs of External Constituencies......Page 287
Identifying the Information Needs of Internal Constituencies......Page 291
Step 3: Identify Data Elements Needed to Answer the Questions......Page 293
Elements Used in Monitoring, Evaluating, and Reporting on Clients and Programs......Page 294
Step 4: Develop the Tables, Charts, and Graphs That Will Display Data Needed for Reports......Page 297
Step 5: Design Data Collection Procedures and Instruments......Page 300
Step 6: Design the Data Entry, Processing, and Reporting System......Page 304
Using Data and Information to Ensure Organizational Consistency and Integrity......Page 305
Summary......Page 306
Budgeting Issues in Human Services......Page 307
Revenue Sources......Page 308
Government-Funded Programs......Page 309
Grants and Contracts......Page 310
Client F-ees......Page 312
Charitable Giving......Page 314
Other Strategies to Increase Resources......Page 315
The Budget Cycle......Page 316
Fiscal Years......Page 317
Line-Item Budgeting......Page 318
Functional Budgeting......Page 319
Program Budgeting......Page 329
Managing Resources to Support Excellence......Page 330
Summary......Page 331
The Components of Excellence: A Working Hypothesis......Page 333
Early Research on Organizational Effectiveness......Page 334
Measuring the Effectiveness of Human Service Organizations......Page 336
Strategic and Long-Range Planning......Page 337
Program Planning......Page 338
Assessing Managers’ Perceptions of Causal Variables: Organizational Systems and Subsystems......Page 339
Annual Staff Survey......Page 342
Leadership......Page 345
Summary......Page 348
References......Page 350
C......Page 374
E......Page 375
G......Page 376
J......Page 377
M......Page 378
O......Page 379
R......Page 380
T......Page 381
Z......Page 382