Achieving Excellence in the Management of Human Service Organizations

ISBN-10: 0205318789

ISBN-13: 9780205318780

Edition: 2002

Authors: Peter M. Kettner

List price: $124.20
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This book aims to create an integrated model for management and administrative practice. To date, management books have identified problems in organizational functioning and described how systems should workthis book goes beyond description. First, the text 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. The model presented in the book is rooted in management theory, and is adapted to human service organizations generally, and social work issues specifically. It is organized in a way that encourages managers to design or redesign organizational systems and subsystems in a way that will permit and support optimal functioning. Once the systems are in place, managers are then guided through a plan to bring employees on board and continuously nurture them in a way that they identify their success with that of the organization. A framework is presented in the final chapter for ongoing monitoring and evaluation of organizational performance and continuous quality improvement.
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Book details

List price: $124.20
Copyright year: 2002
Publisher: Allyn & Bacon, Incorporated
Publication date: 7/3/2001
Binding: Hardcover
Pages: 416
Size: 7.00" wide x 9.00" long x 1.00" tall
Weight: 1.144
Language: English

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