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| Preface | |
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| · Human Services Management in Perspective | |
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| Defining and Describing Management | |
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| Why We Need Management | |
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| What Is Management? | |
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| What Do Managers Do? | |
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| Management Activities | |
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| What Managers Seek to Accomplish | |
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| Examples of Management | |
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| Management as Both a Science and an Art | |
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| Basic Assumptions about Management | |
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| Management Is Everyone's Work | |
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| Management and Services Are Interdependent | |
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| Good Management Requires Technical, Conceptual and Interpersonal Skills | |
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| Management Knowledge Comes from Many Places | |
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| Management Ethics | |
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| The Presence of Management | |
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| Summary | |
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| Endnotes | |
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| What Makes Human Services Management Different? | |
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| The Task Environment | |
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| Different Types of Task Environments | |
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| Improving Relationships with the Task Environment | |
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| Other Important Differences | |
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| Emphasis on Efficiency | |
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| Loyalty and Dependency | |
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| Attitudes about Competition | |
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| Marketing Strategies | |
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| Available Cause and Effect Knowledge | |
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| Interaction with the Consumer | |
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| Indicators of Success | |
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| Role of Supervisors | |
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| The Prime Beneficiary | |
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| Non-Profit Organizations | |
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| Types | |
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| Lobbying | |
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| Advocacy | |
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| Summary | |
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| Endnotes | |
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| Historical Origins of Current Approaches to Management | |
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| Scientific Management | |
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| Limitations of Scientific Management | |
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| Current Applications of Scientific Management | |
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| Administrative Management | |
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| Limitations of Administrative Management | |
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| Current Application of Administrative Management | |
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| Bureaucratic Management | |
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| Limitations of Bureaucratic Management | |
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| Current Applications of Bureaucratic Management | |
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| Common Shortcomings of Classical Management Theories | |
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| Responses to Classical Management Theories | |
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| The Modern Structuralists | |
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| Human Relations | |
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| Contingency Theory | |
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| Participative Management | |
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| Organizational Culture | |
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| Summary | |
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| Endnotes | |
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| · Major Management Activities | |
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| Leading | |
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| The Elements of Leadership | |
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| Leadership Tasks at Different Levels | |
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| Leadership at the Board Level | |
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| Leadership at Other Levels | |
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| Theories of Leadership | |
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| Trait Theories | |
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| Behavioral Theories | |
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| "Style" Theories | |
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| Contingency Theories | |
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| Other Variables in the Leadership Equation | |
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| Creating a Favorable Organizational Climate | |
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| Teamwork | |
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| Mutual Respect and Confidence | |
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| Understanding of Respective Roles | |
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| Advocacy | |
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| Maximum Autonomy | |
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| Good Communication | |
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| Summary | |
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| Endnotes | |
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| Planning | |
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| Five Types of Plans | |
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| Missions | |
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| Goals | |
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| Objectives | |
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| Strategies | |
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| Budgets | |
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| Strategic Planning | |
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| Contingency Planning | |
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| Summary | |
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| Endnotes | |
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| Influencing Day-to-Day Activities of Others | |
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| Setting Limits | |
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| The Power to Influence | |
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| Legitimized Power | |
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| Power and the Informal Organization | |
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| Methods for Influencing | |
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| Formal Guides for Action | |
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| Information | |
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| Advice | |
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| Directives | |
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| Example | |
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| The Ideal Mix | |
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| It Is Comfortable | |
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| It Is Depersonalized | |
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| It Has the Potential to Improve | |
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| It Is Efficient | |
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| It Is Enforceable | |
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| It Focuses on Critical Issues | |
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| The Optimum Amount of Influence | |
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| What Is Micro-managing? | |
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| Summary | |
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| Endnotes | |
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| Organizing People and Tasks | |
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| Creating Manageable Work Units | |
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| Simple Numbers | |
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| Time Worked | |
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| Discipline | |
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| Enterprise | |
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| Territory Served | |
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| Service Offered | |
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| Client Problem | |
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| Interdisciplinary Teams | |
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| Marketing Channels | |
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| Combining Two or More Methods | |
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| Delegation | |
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| Key Terminology | |
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| Types of Authority | |
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| Delegation to Committees and Task Forces | |
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| Desirable Characteristics for Delegation | |
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| How Much Organizing Is Desirable? | |
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| Summary | |
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| Endnotes | |
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| Fostering and Managing Staff Diversity | |
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| Recruitment and Hiring | |
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| Recruitment | |
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| Other Issues in Hiring | |
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| Staff "Types" within Human Service Organizations | |
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| Professionals | |
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| Preprofessionals | |
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| Paraprofessionals | |
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| Indigenous Nonprofessionals | |
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| Support Staff | |
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| Volunteers | |
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| Creating the Optimal Mix | |
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| Managing Diversity in the Workplace | |
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| Types of Diversity | |
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| Diversity among Subordinates | |
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| Diversity among Managers | |
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| Discrimination, Prejudice, and Stereotypes | |
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| Negative Stereotypes and Discrimination | |
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| "Positive" Stereotypes and Discrimination | |
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| Another Form of Diversity in the Workplace | |
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| Summary | |
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| Endnotes | |
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| Promoting a Productive Work Environment | |
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| Understanding Individual Motivation | |
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| Maslow's Hierarchy of Needs | |
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| Herzberg's Two-Factor Theory | |
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| McClelland's Needs Theory | |
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| Other Theories of Individual Motivation | |
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| Other Factors That Affect Job Performance | |
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| Professional Values and Ethics | |
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| Influence of the Work Group | |
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| Loyalties | |
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| Supervision | |
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| Supervisory Roles and Responsibilities | |
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| Attributes of Good Supervision | |
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| Alternative Supervisory Models | |
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| Summary | |
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| Endnotes | |
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| Promoting Professional Growth | |
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| Staff Performance Evaluations | |
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| Why Do Social Workers Dislike Performance Evaluations? | |
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| The Benefits of Performance Evaluations | |
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| Characteristics of a Good Evaluation | |
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| Conducting Performance Evaluations | |
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| Trends in Performance Evaluations | |
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| Promotions | |
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| Common Issues | |
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| Other Issues That May be Relevant | |
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| Transfers | |
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| Managing Staff Problems | |
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| Problem Behaviors | |
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| Natural Consequences | |
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| Penalties and Sanctions | |
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| Inadequate Work Performance | |
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| Verbal Reprimands | |
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| Written Reprimands | |
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| Warnings and Contracts | |
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| Termination | |
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| Gross Misconduct | |
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| Job Abandonment | |
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| Exit Interviews | |
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| Summary | |
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| Endnotes | |
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| Financial Management and Technology Management | |
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| Managing and Acquiring Resources | |
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| Managing Resources Well | |
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| Fund Acquisition | |
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| Non-Traditional Funding Sources | |
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| Technology Management | |
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| Changes That Have Occurred | |
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| The Technology Deluge | |
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| The Internet | |
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| E-mail | |
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| Other Confidentiality Threats to Organizations | |
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| Looking Ahead | |
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| Summary | |
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| Endnotes | |
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| · Completing the Management Picture | |
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| Other Important Management Responsibilities | |
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| Change Management | |
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| Resistance to Change | |
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| Implementing Change | |
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| Managing Staff Turnover | |
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| Burnout | |
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| Lack of Stimulation | |
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| Lack of Opportunity for Advancement | |
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| Program Management | |
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| Programs and Logic Models | |
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| Management and Program Evaluations | |
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| Board Management | |
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| Summary | |
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| Endnotes | |
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| Becoming and Remaining a Successful Manager | |
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| Common Sources of Stress | |
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| Criticism and Conflict | |
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| Loss of Client Contact | |
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| Responsibility for Decision Making | |
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| Power Issues | |
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| Interpersonal Relationships with Subordinates | |
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| Is a Management Career Right for Me? | |
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| Errors in Decision Making | |
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| Changes to Expect | |
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| A Guide for Decision Making | |
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| Taking the Job | |
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| Managers New to the Organization | |
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| Managers Promoted from within | |
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| New and Preexisting Positions | |
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| Following the Popular Manager | |
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| Following the Less Popular Manager | |
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| Surviving and Succeeding as a Manager | |
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| Developing an Effective Management Style | |
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| Managers' Needs and Organizational Needs | |
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| Growing as a Manager | |
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| Summary | |
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| Endnotes | |
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| Index | |