Achieving Excellence in the Management of Human Service Organizations

by Kettner, Peter M.

• ISBN13: 9780205318780
• ISBN10: 0205318789
• Edition: 1st
• Format: Paperback
• Copyright: 2001-07-03
• Publisher: Pearson

Summary

This book attempts to create an integrated model for management and administrative practice in the management of human service organizations. The book presents a theoretical foundation for human services management and identifies the major roles and responsibilities of the manager/administrator.To date, management books have identified problems in organizational functioning and described how systems should work. This book goes beyond description. First, it 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.For people in Human Services Management and Social Work Administration/ Management.

Table of Contents

Preface	xi
PART I Developing a Theory and Philosophy of Management	1	(62)
Perspectives on Excellence in Management	1	(14)
Understanding the Manager's Role	2	(1)
Defining Management and Administration	2	(1)
Creating a Positive Work Environment	3	(1)
Establishing Criteria for Organizational Excellence	4	(4)
Research on Excellence	4	(1)
Excellence as Defined by Accreditation Standards	5	(2)
The Opinions of Managers	7	(1)
Some Themes Emerging from a Study of Organizational Excellence	8	(1)
Establishing Criteria for Excellence in Leadership	8	(7)
Examining the Qualities of Outstanding Leaders	8	(1)
On Being Knowledge and Value Centered	9	(3)
The Manager as Maestro	12	(3)
Developing a Theory for the Management of Human Service Organizations	15	(48)
The Usefulness of Early Management Theory	16	(1)
The History of Management Thought	16	(34)
Application of Management Concepts to Human Service Organizations	17	(1)
Scientific Management	17	(4)
Bureaucratic Theory	21	(3)
Human Relations Theory	24	(2)
Theory X and Theory Y	26	(2)
Management by Objectives	28	(3)
Systems Theory	31	(5)
Contingency Theory	36	(3)
Contemporary Theories	39	(1)
Decision Making and the Influence of Organizational Culture	40	(2)
The Issue of Quality	42	(4)
The Issue of Diversity	46	(4)
Toward an Integrated Theoretical Framework for Human Services Management	50	(4)
The Importance of System Integrity	50	(2)
Selecting the Organizational Variables to Be Considered	52	(1)
Selecting the Human Variables to Be Considered	52	(2)
The Manager as Integrator	54	(9)
Management Roles and Responsibilities	55	(8)
PART II Managing the Organization	63	(94)
Understanding the Organization from a Systems Perspective	63	(23)
What Is a Systems Perspective?	64	(1)
Understanding the External Environment	65	(6)
Economic Factors	66	(2)
Sociological Factors	68	(1)
Political/Professional Factors	69	(1)
Technological Factors	70	(1)
Understanding the Internal Environment	71	(10)
Organizational Purpose, Mission, and Philosophy	72	(1)
Organizational Planning	73	(3)
Organizational Operations	76	(1)
Human Resources	77	(2)
Technological Resources	79	(1)
Financial Resources	80	(1)
System Integrity and the Fit of Internal Environment to External Environment	81	(5)
Using Structure to Facilitate and Support Achievement of the Agency's Mission	86	(24)
The Importance of Structure	87	(3)
The Focus of Work	88	(1)
The Locus of Responsibility	88	(1)
Supervision	89	(1)
Lines of Communication	89	(1)
Extent of Participation	89	(1)
Impact on Accomplishment of Organizational Goals	90	(1)
Structural Alternatives	90	(1)
The Formal Organizational Chart	91	(4)
Departmentalization by Program	91	(1)
Departmentalization by Function	91	(1)
Departmentalization by Process	92	(1)
Departmentalization by Market	92	(1)
Departmentalization by Consumer/Client	93	(1)
Departmentalization by Geographic Area	94	(1)
The Informal Organizational Chart: Introducing Flexibility into the Organizational Structure	95	(7)
Matrix Organizations	95	(1)
The Linking Pin	96	(2)
The Project Team	98	(1)
The Collegial Model	99	(2)
Mixed-Matrix Options	101	(1)
Working with Both Formal and Informal Structures	102	(1)
The Role of the Board of Directors	102	(3)
General Responsibilities of the Board	103	(1)
Selection of Board Members	103	(1)
Creating a Board Matrix	104	(1)
Developing a Constitution and Bylaws	105	(5)
Board/Executive Relationships	106	(4)
Using Job and Work Design Creatively to Achieve Maximum Employee Performance	110	(18)
What Is Job and Work Design?	111	(3)
When Can Job Design and Redesign Be Effective?	111	(2)
What Can Work Design and Redesign Accomplish?	113	(1)
Analyzing Job Responsibilities	114	(3)
Job- and Work-Design Strategies	117	(8)
Job Enlargement	117	(1)
Job Enrichment	118	(2)
Job Rotation	120	(1)
Creating Teams	121	(1)
Varying Working Conditions	122	(2)
Use of Technology	124	(1)
Toward a ``Jobless'' Work Environment	125	(3)
Promoting Excellence Through Well-Designed Motivation and Reward Systems	128	(29)
Understanding Employee Motivation	129	(1)
Theories of Motivation	129	(7)
Motivating by Meeting Personal Needs	131	(1)
Motivating by Enhancing the Quality of Work Assignments	132	(2)
Motivating by Providing Access to Achievement	134	(1)
Motivating by Reinforcing Performance with Rewards	134	(1)
Motivating through Fairness and Equity	135	(1)
Designing Effective Reward Systems	136	(2)
Incorporating Intrinsic Rewards into the Reward System	138	(1)
Allocating Extrinsic Rewards and Employee Benefits	138	(1)
Compensation and Financial Incentives	138	(5)
Determining the Basic Salary Structure	138	(1)
Merit Increases	139	(2)
COLA, Lump-Sum Salary Increases, and Bonuses	141	(2)
Paid Time Off	143	(2)
Insurance and Retirement Benefits	145	(2)
Employee Service Benefits	147	(2)
Alternative Work Arrangements	149	(1)
Job Security and Internal Mobility	150	(1)
Recognition	151	(1)
The Cafeteria Plan	152	(1)
Motivation, Rewards, and Internal Consistency	153	(4)
PART III Managing Data, Information, and Finances	157	(68)
Using Data and Information to Achieve Excellence	157	(33)
The Importance of Information	158	(1)
The Quality of Information	158	(1)
Types of Data and Information Needed in Organizations	159	(3)
External Data and Information Considerations	159	(1)
Internal Data and Information Considerations	160	(2)
Developing Integrated Information Systems	162	(1)
Steps to Developing an Integrated Management Information System	163	(23)
Identifying Input, Throughput, Output, and Outcome Elements	164	(4)
Identifying the Questions to Be Answered by the Management Information System	168	(5)
Identifying Data Elements Needed to Answer Questions	173	(5)
Developing the Tables, Charts, and Graphs That Will Display Data Needed for Reports	178	(3)
Designing Data Collection Procedures and Instruments	181	(4)
Designing the Data Entry, Processing, and Reporting System	185	(1)
Run the System, Compile Sample Data, and Debug the System	186	(1)
Using Data and Information to Ensure Organizational Consistency and Integrity	186	(4)
Managing Resources to Support Excellence	190	(35)
Budgeting Issues in Human Services	191	(1)
Perspectives on the Meaning of a Budget	191	(1)
Revenue Sources	192	(10)
Government-Funded Programs	193	(1)
Grants and Contracts	194	(3)
Requests for Proposals	197	(1)
Client Fees	197	(3)
Charitable Giving	200	(1)
Other Strategies to Increase Resources	201	(1)
The Budget Cycle	202	(2)
Fiscal Years	203	(1)
Resource Allocation	204	(16)
Line-Item Budgeting	204	(2)
Functional Budgeting	206	(13)
Program Budgeting	219	(1)
Managing Resources to Support Excellence	220	(5)
PART IV Managing Human Resources	225	(136)
Maximizing Organizational Performance through Human Resources Planning	225	(25)
Selecting, Hiring, and Retaining the Optimum Mix of Staff	226	(1)
Human Resources Law	227	(3)
Race, Color, or National Origin	228	(1)
Affirmative Action	228	(1)
Sex/Gender	228	(1)
Veterans' Status	229	(1)
Age	229	(1)
Disabilities	229	(1)
The Letter of the Law versus the Spirit of the Law	230	(3)
Valuing, Respecting, and Maximizing the Benefits of Diversity	231	(1)
Encouraging Full Participation	232	(1)
Conscientious Attention to Issues Surrounding Sexual Harassment	232	(1)
Human Resources Planning	233	(1)
Achieving Excellence through Human Resources Planning	234	(16)
Project Personnel Needs	235	(3)
Plan for Achieving the Desired Personnel Profile	238	(5)
Implement Changes Necessary to Achieve the Plan's Goals and Objectives	243	(3)
Monitor and Evaluate the Effects of Changes	246	(4)
Using Job Analysis as a Basis for Ensuring Consistency within the Human Resources System	250	(26)
What Is Job Analysis?	251	(1)
Job Analysis as Both a Process and a Product	252	(1)
Conducting a Job Analysis	252	(8)
What Is a Job?	252	(1)
The Elements of Job Analysis	253	(7)
Methods of Collecting Job Analysis Information	260	(5)
Job Analysis Interviewing	261	(1)
Job Analysis Questionnaires	262	(2)
Observation	264	(1)
Diaries and Logs	265	(1)
Job Analysis as Central to the Human Resources System	265	(1)
The Job Description	266	(3)
Parts of the Job Description	267	(2)
Job Specifications	269	(3)
Knowledge and Skill	269	(1)
Qualifications	270	(2)
The Job Announcement	272	(1)
Investing Time in Job Analysis	272	(4)
Strengthening the Organization through Excellent Recruitment, Selection, and Hiring Practices	276	(24)
The Importance of Sound Recruitment Practices	277	(1)
Basic Recruitment Concepts and Issues	278	(2)
Establishing Employment Policies	278	(1)
Changes in Status	279	(1)
The Preplanning, Recruitment, Selection, and Hiring Processes	280	(1)
Recruitment	281	(8)
Preparing the Job Announcement	282	(1)
Identifying Target Audiences and Potential Recruits	282	(4)
Disseminating Recruitment and Application Materials	286	(1)
Soliciting Reference Letters	287	(1)
Processing Applications and Responding to Applicants	288	(1)
Employee Selection	289	(6)
Preliminary Screening	290	(1)
Secondary Screening	291	(1)
Review of References	291	(1)
Testing	291	(1)
Interviewing	292	(3)
Hiring	295	(5)
Maximizing Employee Potential through Staff Training and Development	300	(26)
Making a Positive Transition into Employment	301	(1)
Establishing Training, Development, and Education Policy	301	(1)
Orientation	302	(4)
Orientation Strategies and Techniques	303	(3)
Training	306	(3)
Developing a Comprehensive Staff Training and Development Plan	307	(2)
The In-Service Training Curriculum	309	(2)
Steps in Developing an In-Service Training Curriculum	311	(10)
Identifying Training Needs	311	(3)
Developing Training Courses or Modules	314	(5)
Monitoring and Evaluating the Overall Training Program	319	(2)
The Career Development Plan	321	(5)
Supervision, Performance Appraisal, Rewards, and Termination	326	(35)
Encouraging Optimum Employee Performance	327	(1)
Supervision	328	(4)
Policy on Supervision and Performance Appraisal	329	(3)
The Corrective Action Process	332	(6)
The Hiring/Orientation Interviews	334	(1)
The ``We've Got a Problem'' Interview	334	(1)
The ``You've Got a Problem'' Interview	335	(1)
The Probationary Interview	336	(1)
The Termination Interview	337	(1)
Appraisal Techniques	338	(11)
Designing the Appraisal System	338	(1)
Appraisal Instruments	339	(10)
Tying Performance Appraisal to Rewards	349	(2)
Terminating Employees: Voluntary and Involuntary Terminations	351	(10)
Types of Termination	351	(3)
The Voluntary Termination Process	354	(1)
The Involuntary Termination Process	355	(6)
PART V Monitoring and Evaluating Organizational Effectiveness	361	(17)
Monitoring and Evaluating Organizational Efforts and Accomplishments	361	(17)
The Components of Excellence: A Working Hypothesis	362	(3)
Early Research on Organizational Effectiveness	362	(2)
Variables Useful in Understanding Organizational Effectiveness	364	(1)
Measuring the Effectiveness of Human Service Organizations	365	(1)
Identifying Outcome or End-Result Variables	366	(1)
Strategic and Long-Range Planning	366	(1)
Program Planning	367	(1)
Assessing Managers' Perceptions of Causal Variables: Organizational Systems and Subsystems	367	(5)
Assessing Staff Perceptions of Intervening Variables: Opinions on Systems and Processes	372	(6)
Interpreting Staff Perceptions	375	(3)
Index	378