Management Of Human Service Programs

by Lewis, Judith A.; Packard, Thomas R.; Lewis, Michael D.

• ISBN13: 9780495007821
• ISBN10: 049500782X
• Edition: 4th
• Format: Paperback
• Copyright: 2006-07-31
• Publisher: Brooks Cole

Summary

Practical in its approach, this book introduces students to the theory and practice of managerial and leadership functions and provides important guidelines for working within agencies. The authors provide an overview of the managerial and leadership functions that a successful manager or administrator in the human services needs to understand.

Author Biography

Michael D. Lewis is Professor Emeritus of Counseling and Psychology at Governors State University. Thomas Packard teaches administration and social policy courses in the School of Social Work at San Diego State University. Judith A. Lewis is currently Chair of the Department of Addictions Studies and Behavioral Health at Governors State University in University Park, Illinois.

Table of Contents

Preface	xv
Author Biographies	xvii
Facing the Challenges of Management	1	(20)
The Need for Managerial Competency	3	(3)
The Purposes of Human Service Programs	6	(2)
Functions of Human Service Management	8	(6)
Planning	9	(1)
Designing the Program and Organization	9	(1)
Developing Human Resources	10	(1)
Supervising	11	(1)
Managing Finances	12	(1)
Monitoring and Evaluating	13	(1)
Human Relations Skills	14	(1)
Decision-Making Skills	15	(1)
Leadership and Change Management: Keeping the Organization Responsive and Vibrant	16	(1)
The Multicultural Organization	17	(2)
Summary	19	(1)
Discussion Questions	19	(1)
Group Exercise	19	(1)
Case 1: Transitions Into Management	20	(1)
References	20	(1)
The Environments of Human Service Organizations	21	(19)
The Characteristics of Human Service Organizations	22	(2)
Stakeholder Expectations	24	(2)
Analysis of Environmental Trends	26	(2)
Political Trends	26	(1)
Economic Trends	26	(1)
Social Trends	27	(1)
Technological Trends	27	(1)
From the World to the Neighborhood: ``Thinking Globally and Acting Locally''	28	(1)
Needs Assessment	28	(1)
Asset Mapping	29	(1)
Community Collaborations	30	(1)
Boundary Management: Coalitions, Professional Associations, and Networks	31	(1)
Marketing	32	(3)
Publics	33	(1)
Product	33	(1)
Place	34	(1)
Price	34	(1)
Promotion	34	(1)
Marketing and Collaboration	35	(1)
Public Relations	35	(1)
Agency and Environment: The Directorial Role	36	(1)
Summary	37	(1)
Discussion Questions	37	(1)
Case 2: Meeting the Needs of Battered Women	37	(1)
References	38	(2)
Planning and Program Design	40	(28)
Organizational Vision as a Guiding Principle	43	(1)
Strategic Planning	44	(8)
Selection of Goals: Operational Planning	52	(1)
Specification of Objectives	53	(2)
Management by Objectives	55	(1)
Program Design	55	(9)
Identifying and Selecting Alternatives: Best Practices and Evidence-Based Practice	55	(3)
Conceptualizing the Program: The Logic Model	58	(2)
Developing an Implementation Plan	60	(3)
Developing an Evaluation Plan	63	(1)
Summary	64	(1)
Discussion Questions	64	(1)
Group Exercise	64	(1)
Case 3: The Model College Counseling Center	65	(1)
References	66	(2)
Organizational Theory for Human Service Organizations	68	(26)
Classical Theories	69	(4)
Bureaucracy	69	(2)
Scientific Management	71	(1)
Universal Management Principles	71	(1)
Classical Theories in Today's Human Service Organizations	72	(1)
Human Relations Approaches	73	(2)
The Human Resources Model	75	(3)
Open Systems Theory	78	(1)
Contemporary Developments	79	(8)
Professional Bureaucracies	79	(1)
Community-Based Organizations and Feminist Organizations	80	(2)
Japanese Management	82	(1)
Total Quality Management	82	(1)
The Excellence Movement	83	(1)
Business Process Reengineering	84	(1)
Employee Involvement and the Quality of Working Life	85	(1)
Reinventing Government	86	(1)
Learning Organizations	87	(1)
Contingency Theories	87	(2)
Summary	89	(1)
Discussion Questions	89	(1)
Case 4: The Community Career Center	90	(1)
References	91	(3)
Organization Design	94	(18)
Dimensions of Organization Design	95	(1)
Criteria for the Design of an Organization	96	(4)
Organizational Governance: Auspices	100	(1)
Organizational Structures	100	(2)
Functional Structures	100	(1)
Divisional Structures	101	(1)
Matrix Structures	102	(1)
Linking and Coordinating Mechanisms	102	(1)
Organizational Charts	103	(1)
Line and Staff	104	(2)
Key Organizational Processes: Decision Making, Communications, and Organizational Culture	106	(2)
Summary	108	(1)
Discussion Questions	108	(1)
Group Exercise	109	(1)
Case 5: The Umbrella Organization	109	(2)
References	111	(1)
Developing and Managing Human Resources	112	(28)
Job Design	114	(3)
Hiring Practices	117	(3)
Recruitment	117	(1)
Selection	117	(2)
Orientation	119	(1)
Promotion	119	(1)
Staff Training	120	(3)
Assessing Training and Development Needs	120	(1)
Developing Training Objectives	121	(1)
Designing the Training Program	122	(1)
Implementing the Training Program	122	(1)
Evaluating Training	122	(1)
Performance Appraisal	123	(2)
Appraisal Mechanisms	125	(3)
Behaviorally Anchored Rating Scales	126	(1)
Management by Objectives	127	(1)
Critical Incident Techniques	127	(1)
Valuing Diversity	128	(1)
Federal Legislation	129	(1)
Enforcement of Federal Legislation	129	(1)
Affirmative Action	129	(1)
Diversity Implications for Human Resource Development	130	(2)
Encouraging Volunteer Participation	132	(1)
Burnout	132	(3)
Causes of Burnout	133	(1)
Preventing Burnout	134	(1)
Employee Assistance Programs	135	(1)
Summary	136	(1)
Discussion Questions	136	(1)
Group Exercise	136	(1)
Case 6: Director of Training	137	(1)
References	138	(2)
Building Supervisory Relationships	140	(29)
Supervisory Roles	141	(2)
Clinical Supervision	143	(1)
Clinical Supervision from a Multicultural Perspective	144	(1)
The Supervisory Dyad	145	(2)
The Supervision Process	147	(2)
Making the Transition to the Supervisory Role	149	(1)
Theories of Motivation	150	(3)
Content Theories	151	(2)
Process Theories	153	(1)
Applying Theories of Motivation	153	(4)
Management by Objectives as a Motivator	153	(1)
Organizational Behavior Modification	154	(1)
Reward Systems	155	(1)
Power and Influence	156	(1)
Leadership Models in Supervision	157	(5)
Blake and McCanse's Leadership Grid	157	(2)
Hersey and Blanchard's Situational Leadership Model	159	(2)
Contingency Theory	161	(1)
Democratic Supervision	162	(1)
Participative Decision Making as a Supervision Approach	162	(1)
Group Dynamics and Supervision	163	(2)
Challenges in Supervision	165	(1)
Summary	166	(1)
Discussion Questions	166	(1)
Group Exercise	166	(1)
Case 7: The Token Economy	166	(2)
References	168	(1)
Managing Finances to Meet Program Goals	169	(24)
The Financial Management Process	170	(1)
Resource Acquisition	171	(6)
Estimating Expenditures	171	(2)
Creating the Annual Budget	173	(2)
Updating the Annual Budget for an Ongoing Program	175	(2)
Limitations of Incrementalism	177	(3)
Budgeting for Results	177	(1)
Zero-Based Budgeting	178	(1)
Cost-Benefit Analysis and Cost-Effectiveness Analysis	179	(1)
Resource Development	180	(6)
Grants and Contracts	181	(1)
Writing Proposals for Grants or Contracts	182	(2)
Fees	184	(1)
Contributions and Planned Giving	185	(1)
Resource Disposition	186	(2)
Monitoring and Controlling Financial Resources	186	(1)
Cutback Management	186	(2)
Managing Multiple Funding Sources	188	(1)
Resource Reporting	188	(1)
Financial Reports	188	(1)
Audits	189	(1)
Summary	189	(1)
Discussion Questions	189	(1)
Group Exercise	190	(1)
Case 8: The Best-Laid Plans	190	(1)
References	191	(1)
Web Resources	192	(1)
Designing and Using Information Systems	193	(22)
Purposes of Information Systems	195	(2)
Measuring Performance	197	(3)
Measuring Inputs, Outputs, and Outcomes	200	(2)
Information System Design Guidelines	202	(1)
The Design Process	203	(6)
Step 1: Preparation and Committee Formation	203	(1)
Step 2: Analysis of the Existing System	204	(2)
Step 3: Detailed Design	206	(2)
Step 4: System Testing and Agency Preparation	208	(1)
Step 5: Implementation, Evaluation, and Modification	208	(1)
The Use of Computers	209	(2)
Organizational Culture and Learning	211	(1)
Summary	212	(1)
Discussion Questions	212	(1)
Case 9: Evaluation Emergency	212	(1)
References	213	(2)
Evaluating Human Service Programs	215	(30)
Purposes of Evaluation	217	(3)
Administrative Decision Making	217	(1)
Improvement of Current Programs	217	(1)
Accountability	218	(1)
Building Increased Support	218	(1)
Acquiring Knowledge Regarding Service Methods	219	(1)
Producers and Consumers of Evaluations	220	(3)
Professional Evaluators	220	(1)
Funding Sources	221	(1)
Policymakers and Administrators	221	(1)
Human Service Providers	222	(1)
Consumers and Community Members	222	(1)
The Scope of Human Service Evaluation	223	(6)
Evaluability Assessment	223	(3)
Process Evaluation	226	(1)
Outcome Evaluation	227	(1)
Efficiency and Effectiveness	228	(1)
Implementing the Process Evaluation	229	(5)
Process Evaluation Strategies	230	(1)
Information Gathering	231	(1)
Analysis	232	(2)
Implementing the Outcome Evaluation	234	(4)
Routine Outcome Measurements	234	(4)
Implementing the Efficiency Evaluation	238	(1)
Experimental Design Options	239	(1)
Issues in Human Service Evaluation	239	(2)
Summary	241	(1)
Discussion Questions	242	(1)
Group Exercise	242	(1)
Case 10: Evaluating the Consultation and Education Department	242	(1)
References	243	(2)
Leading and Changing Human Service Organizations	245	(30)
Leadership Defined	246	(1)
Transactional and Transformational Leadership	247	(1)
Articulating Organizational Values	248	(3)
Ethics: The Implementation of Values	249	(2)
Shaping Organizational Culture	251	(1)
Developing and Promoting Organizational Vision	252	(1)
The Manager as a Teacher	253	(1)
Leadership in Organization Design	254	(1)
Political Aspects of Leadership	254	(2)
Organizational Change in Human Service Organizations	256	(2)
Administrative Change through Leadership	258	(1)
Use of Consultants	258	(5)
Types of Consultation	259	(2)
Some Common Consultation Technologies	261	(1)
Selecting and Using Consultants	262	(1)
Staff-Initiated Organizational Change	263	(1)
Why Organizational Change Efforts Often Fail	264	(1)
A Comprehensive Change Model	265	(6)
Preconditions	266	(1)
Creating a Sense of Urgency	266	(1)
Action System Development and Maintenance	266	(1)
Identifying the Change Goal	267	(1)
Assessing the Current State	267	(1)
Analysis of Driving and Restraining Forces and Stakeholders	268	(1)
Initiation	269	(1)
Implementation	270	(1)
Institutionalization	271	(1)
Summary	271	(1)
Discussion Questions	271	(1)
Case 11: Budget Cut	272	(1)
References	272	(3)
Achieving and Maintaining Organizational Excellence	275	(25)
Human Service Management Functions: A Systems Perspective	276	(4)
Managing the Environment	277	(1)
Planning and Program Design	277	(1)
Organizational Theory	278	(1)
Organization Design	278	(1)
Human Resource Development	278	(1)
Supervision	278	(1)
Financial Management	279	(1)
Information Systems	279	(1)
Program Evaluation	279	(1)
Leadership and Organizational Change	280	(1)
Putting It All Together through Leadership	280	(1)
Growth and Renewal for the Manager	281	(2)
Team Development	283	(2)
Ensuring the Ongoing Growth of the Organization	285	(5)
Organizational Life Cycles	285	(1)
Employee Attitude Surveys	286	(1)
The Management Audit	287	(1)
Cultural Competence Assessment	288	(1)
The Learning Organization	288	(2)
Transitioning to Management	290	(4)
The Need for Managerial Excellence	292	(2)
Summary	294	(1)
Discussion Questions	295	(1)
Case 12.1: Deinstitutionalization	296	(1)
Case 12.2: Community Action and Mental Health	297	(1)
References	298	(2)
Appendix Management Audit	300	(7)
Name Index	307	(4)
Subject Index	311