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| Preface | |
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| Author Biographies | |
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| Facing the Challenges of Management | |
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| The Need for Managerial Competency | |
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| The Purposes of Human Service Programs | |
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| Functions of Human Service Management | |
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| Planning | |
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| Designing the Program and Organization | |
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| Developing Human Resources | |
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| Supervising | |
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| Managing Finances | |
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| Monitoring and Evaluating | |
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| Human Relations Skills | |
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| Decision-Making Skills | |
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| Leadership and Change Management: Keeping the Organization Responsive and Vibrant | |
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| The Multicultural Organization | |
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| Summary | |
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| Discussion Questions | |
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| Group Exercise | |
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| Transitions into Management | |
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| References | |
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| The Environments of Human Service Organizations | |
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| The Characteristics of Human Service Organizations | |
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| Stakeholder Expectations | |
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| Analysis of Environmental Trends | |
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| Political Trends | |
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| Economic Trends | |
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| Social Trends | |
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| Technological Trends | |
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| From the World to the Neighborhood: "Thinking Globally and Acting Locally" | |
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| Needs Assessment | |
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| Asset Mapping | |
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| Community Collaborations | |
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| Boundary Management: Coalitions, Professional Associations, and Networks | |
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| Marketing | |
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| Publics | |
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| Product | |
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| Place | |
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| Price | |
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| Promotion | |
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| Marketing and Collaboration | |
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| Public Relations | |
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| Agency and Environment: The Directorial Role | |
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| Summary | |
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| Discussion Questions | |
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| Meeting the Needs of Battered Women | |
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| References | |
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| Planning and Program Design | |
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| Organizational Vision as a Guiding Principle | |
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| Strategic Planning | |
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| Selection of Goals: Operational Planning | |
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| Specification of Objectives | |
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| Management by Objectives | |
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| Program Design | |
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| Identifying and Selecting Alternatives: Best Practices and Evidence-Based Practice | |
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| Conceptualizing the Program: The Logic Model | |
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| Developing an Implementation Plan | |
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| Developing an Evaluation Plan | |
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| Summary | |
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| Discussion Questions | |
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| Group Exercise | |
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| The Model College Counseling Center | |
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| References | |
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| Organizational Theory for Human Service Organizations | |
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| Classical Theories | |
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| Bureaucracy | |
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| Scientific Management | |
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| Universal Management Principles | |
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| Classical Theories in Today's Human Service Organizations | |
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| Human Relations Approaches | |
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| The Human Resources Model | |
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| Open Systems Theory | |
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| Contemporary Developments | |
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| Professional Bureaucracies | |
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| Community-Based Organizations and Feminist Organizations | |
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| Japanese Management | |
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| Total Quality Management | |
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| The Excellence Movement | |
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| Business Process Reengineering | |
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| Employee Involvement and the Quality of Working Life | |
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| Reinventing Government | |
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| Learning Organizations | |
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| Contingency Theories | |
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| Summary | |
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| Discussion Questions | |
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| The Community Career Center | |
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| References | |
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| Organization Design | |
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| Dimensions of Organization Design | |
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| Criteria for the Design of an Organization | |
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| Organizational Governance: Auspices | |
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| Organizational Structures | |
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| Functional Structures | |
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| Divisional Structures | |
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| Matrix Structures | |
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| Linking and Coordinating Mechanisms | |
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| Organizational Charts | |
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| Line and Staff | |
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| Key Organizational Processes: Decision Making, Communications, and Organizational Culture | |
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| Summary | |
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| Discussion Questions | |
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| Group Exercise | |
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| The Umbrella Organization | |
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| References | |
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| Developing and Managing Human Resources | |
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| Job Design | |
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| Hiring Practices | |
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| Recruitment | |
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| Selection | |
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| Orientation | |
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| Promotion | |
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| Staff Training | |
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| Assessing Training and Development Needs | |
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| Developing Training Objectives | |
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| Designing the Training Program | |
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| Implementing the Training Program | |
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| Evaluating Training | |
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| Performance Appraisal | |
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| Appraisal Mechanisms | |
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| Behaviorally Anchored Rating Scales | |
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| Management by Objectives | |
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| Critical Incident Techniques | |
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| Valuing Diversity | |
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| Federal Legislation | |
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| Enforcement of Federal Legislation | |
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| Affirmative Action | |
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| Diversity Implications for Human Resource Development | |
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| Encouraging Volunteer Participation | |
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| Burnout | |
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| Causes of Burnout | |
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| Preventing Burnout | |
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| Employee Assistance Programs | |
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| Summary | |
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| Discussion Questions | |
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| Group Exercise | |
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| Director of Training | |
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| References | |
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| Building Supervisory Relationships | |
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| Supervisory Roles | |
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| Clinical Supervision | |
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| Clinical Supervision from a Multicultural Perspective | |
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| The Supervisory Dyad | |
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| The Supervision Process | |
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| Making the Transition to the Supervisory Role | |
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| Theories of Motivation | |
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| Content Theories | |
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| Process Theories | |
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| Applying Theories of Motivation | |
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| Management by Objectives as a Motivator | |
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| Organizational Behavior Modification | |
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| Reward Systems | |
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| Power and Influence | |
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| Leadership Models in Supervision | |
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| Blake and McCanse's Leadership Grid | |
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| Hersey and Blanchard's Situational Leadership Model | |
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| Contingency Theory | |
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| Democratic Supervision | |
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| Participative Decision Making as a Supervision Approach | |
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| Group Dynamics and Supervision | |
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| Challenges in Supervision | |
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| Summary | |
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| Discussion Questions | |
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| Group Exercise | |
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| The Token Economy | |
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| References | |
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| Managing Finances to Meet Program Goals | |
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| The Financial Management Process | |
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| Resource Acquisition | |
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| Estimating Expenditures | |
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| Creating the Annual Budget | |
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| Updating the Annual Budget for an Ongoing Program | |
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| Limitations of Incrementalism | |
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| Budgeting for Results | |
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| Zero-Based Budgeting | |
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| Cost-Benefit Analysis and Cost-Effectiveness Analysis | |
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| Resource Development | |
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| Grants and Contracts | |
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| Writing Proposals for Grants or Contracts | |
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| Fees | |
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| Contributions and Planned Giving | |
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| Resource Disposition | |
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| Monitoring and Controlling Financial Resources | |
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| Cutback Management | |
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| Managing Multiple Funding Sources | |
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| Resource Reporting | |
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| Financial Reports | |
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| Audits | |
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| Summary | |
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| Discussion Questions | |
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| Group Exercise | |
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| The Best-Laid Plans | |
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| References | |
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| Web Resources | |
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| Designing and Using Information Systems | |
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| Purposes of Information Systems | |
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| Measuring Performance | |
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| Measuring Inputs, Outputs, and Outcomes | |
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| Information System Design Guidelines | |
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| The Design Process | |
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| Preparation and Committee Formation | |
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| Analysis of the Existing System | |
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| Detailed Design | |
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| System Testing and Agency Preparation | |
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| Implementation, Evaluation, and Modification | |
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| The Use of Computers | |
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| Organizational Culture and Learning | |
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| Summary | |
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| Discussion Questions | |
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| Evaluation Emergency | |
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| References | |
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| Evaluating Human Service Programs | |
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| Purposes of Evaluation | |
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| Administrative Decision Making | |
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| Improvement of Current Programs | |
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| Accountability | |
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| Building Increased Support | |
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| Acquiring Knowledge Regarding Service Methods | |
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| Producers and Consumers of Evaluations | |
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| Professional Evaluators | |
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| Funding Sources | |
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| Policymakers and Administrators | |
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| Human Service Providers | |
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| Consumers and Community Members | |
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| The Scope of Human Service Evaluation | |
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| Evaluability Assessment | |
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| Process Evaluation | |
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| Outcome Evaluation | |
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| Efficiency and Effectiveness | |
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| Implementing the Process Evaluation | |
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| Process Evaluation Strategies | |
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| Information Gathering | |
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| Analysis | |
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| Implementing the Outcome Evaluation | |
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| Routine Outcome Measurements | |
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| Implementing the Efficiency Evaluation | |
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| Experimental Design Options | |
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| Issues in Human Service Evaluation | |
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| Summary | |
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| Discussion Questions | |
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| Group Exercise | |
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| Evaluating the Consultation and Education Department | |
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| References | |
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| Leading and Changing Human Service Organizations | |
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| Leadership Defined | |
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| Transactional and Transformational Leadership | |
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| Articulating Organizational Values | |
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| Ethics: The Implementation of Values | |
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| Shaping Organizational Culture | |
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| Developing and Promoting Organizational Vision | |
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| The Manager as a Teacher | |
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| Leadership in Organization Design | |
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| Political Aspects of Leadership | |
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| Organizational Change in Human Service Organizations | |
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| Administrative Change through Leadership | |
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| Use of Consultants | |
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| Types of Consultation | |
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| Some Common Consultation Technologies | |
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| Selecting and Using Consultants | |
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| Staff-Initiated Organizational Change | |
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| Why Organizational Change Efforts Often Fail | |
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| A Comprehensive Change Model | |
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| Preconditions | |
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| Creating a Sense of Urgency | |
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| Action System Development and Maintenance | |
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| Identifying the Change Goal | |
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| Assessing the Current State | |
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| Analysis of Driving and Restraining Forces and Stakeholders | |
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| Initiation | |
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| Implementation | |
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| Institutionalization | |
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| Summary | |
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| Discussion Questions | |
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| Budget Cut | |
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| References | |
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| Achieving and Maintaining Organizational Excellence | |
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| Human Service Management Functions: A Systems Perspective | |
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| Managing the Environment | |
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| Planning and Program Design | |
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| Organizational Theory | |
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| Organization Design | |
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| Human Resource Development | |
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| Supervision | |
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| Financial Management | |
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| Information Systems | |
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| Program Evaluation | |
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| Leadership and Organizational Change | |
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| Putting It All Together through Leadership | |
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| Growth and Renewal for the Manager | |
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| Team Development | |
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| Ensuring the Ongoing Growth of the Organization | |
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| Organizational Life Cycles | |
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| Employee Attitude Surveys | |
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| The Management Audit | |
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| Cultural Competence Assessment | |
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| The Learning Organization | |
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| Transitioning to Management | |
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| The Need, for Managerial Excellence | |
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| Summary | |
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| Discussion Questions | |
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| Deinstitutionalization | |
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| Community Action and Mental Health | |
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| References | |
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| Management Audit | |
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| Name Index | |
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| Subject Index | |