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| Preface | |
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| Developing a Theory and Philosophy of Management | |
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| Perspectives on Excellence in Management | |
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| Understanding the Manager's Role | |
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| Defining Management and Administration | |
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| Creating a Positive Work Environment | |
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| Establishing Criteria for Organizational Excellence | |
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| Establishing Criteria for Excellence in Leadership | |
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| Developing a Theory for the Management of Human Service Organizations | |
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| The Usefulness of Early Management Theory | |
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| The History of Management Thought | |
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| Toward an Integrated Theoretical Framework for Human Services Management | |
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| The Manager as Integrator | |
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| Managing the Organization | |
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| Understanding the Organization from a Systems Perspective | |
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| What Is a Systems Perspective? | |
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| Understanding the Internal Environment | |
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| Understanding the Internal Environment | |
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| System Integrity and the Fit of Internal Environment to External Environment | |
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| Using Structure to Facilitate and Support Achievement of the Agency's Mission | |
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| The Importance of Structure | |
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| Structural Alternatives | |
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| The Formal Organizational Chart | |
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| The Informal Organizational Chart: Introducing Flexibility into the Organizational Structure | |
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| Working with Both Formal and Informal Structures | |
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| The Role of the Board of Directors | |
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| Developing a Constitution and Bylaws | |
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| Using Job and Work Design Creatively to Achieve Maximum Employee Performance | |
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| What Is Job and Work Design? | |
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| Analyzing Job Responsibilities | |
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| Job- and Work-Design Strategies | |
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| Toward a "Jobless" Work Environment | |
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| Promoting Excellence Through Well-Designed Motivation and Reward Systems | |
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| Understanding Employee Motivation | |
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| Theories of Motivation | |
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| Designing Effective Reward Systems | |
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| Incorporating Intrinsic Rewards into the Reward System | |
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| Allocating Extrinsic Rewards and Employee Benefits | |
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| Compensation and Financial Incentives | |
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| Paid Time Off | |
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| Insurance and Retirement Benefits | |
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| Employee Service Benefits | |
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| Alternative Work Arrangements | |
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| Job Security and Internal Mobility | |
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| Recognition | |
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| The Cafeteria Plan | |
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| Motivation, Rewards, and Internal Consistency | |
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| Managing Data, Information, and Finances | |
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| Using Data and Information to Achieve Excellence | |
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| The Importance of Information | |
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| The Quality of Information | |
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| Types of Data and Information Needed in Organizations | |
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| Developing Integrated Information Systems | |
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| Steps to Developing an Integrated Management Information System | |
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| Using Data and Information to Ensure Organizational Consistency and Integrity | |
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| Managing Resources to Support Excellence | |
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| Budgeting Issues in Human Services | |
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| Revenue Sources | |
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| The Budget Cycle | |
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| Resource Allocation | |
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| Managing Resources to Support Excellence | |
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| Managing Human Resources | |
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| Maximizing Organizational Performance through Human Resources Planning | |
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| Selecting, Hiring, and Retaining the Optimum Mix of Staff | |
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| Human Resources Law | |
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| The Letter of the Law versus the Spirit of the Law | |
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| Human Resources Planning | |
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| Achieving Excellence through Human Resources Planning | |
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| Using Job Analysis as a Basis for Ensuring Consistency within the Human Resources System | |
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| What Is Job Analysis? | |
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| Conducting a Job Analysis | |
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| Methods of Collecting Job Analysis Information | |
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| Job Analysis as Central to the Human Resources System | |
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| The Job Description | |
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| Job Specifications | |
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| The Job Announcement | |
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| Investing Time in Job Analysis | |
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| Strengthening the Organization through Excellent Recruitment, Selection, and Hiring Practices | |
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| The Importance of Sound Recruitment Practices | |
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| Basic Recruitment Concepts and Issues | |
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| The Preplanning, Recruitment, Selection, and Hiring Processes | |
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| Recruitment | |
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| Employee Selection | |
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| Hiring | |
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| Maximizing Employee Potential through Staff Training and Development | |
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| Making a Positive Transition into Employment | |
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| Establishing Training, Development, and Education Policy | |
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| Orientation | |
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| Training | |
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| The In-Service Training Curriculum | |
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| Steps in Developing an In-Service Training Curriculum | |
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| The Career Development Plan | |
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| Supervision, Performance Appraisal, Rewards, and Termination | |
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| Encouraging Optimum Employee Performance | |
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| Supervision | |
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| The Corrective Action Process | |
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| Appraisal Techniques | |
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| Tying Performance Appraisal to Rewards | |
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| Terminating Employees: Voluntary and Involuntary Terminations | |
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| Monitoring and Evaluating Organizational Effectiveness | |
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| Monitoring and Evaluating Organizational Efforts and Accomplishments | |
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| The Components of Excellence: A Working Hypothesis | |
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| Measuring the Effectiveness of Human Service Organizations | |
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| Identifying Outcome or End-Result Variables | |
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| Assessing Managers' Perceptions of Causal Variables: Organizational Systems and Subsystems | |
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| Assessing Staff Perceptions of Intervening Variables: Opinions on Systems and Processes | |
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| Index | |