9780205961115

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An integrated model for management and administrative practice.

Excellence in Human Service Organization Management, 2/e provides guidelines to insure internal consistency within Human Service Organizations. Integrated in management theory, the model presented in the text is adapted to human service organizations generally and social work issues specifically. The text first identifies problems in organizational functioning as well as proposes what managers need to do to put their organizations back on track toward excellence. Then it guides managers through a plan to bring employees on board and continuously nurture them so they identify their success with that of the organization. Standards for Excellence Series -- Designed to help students advance their knowledge, values, and skills, the Standards for Excellence Series assists students in associated CSHSE's National Standards to all levels of human service practice.

This text is available in a variety of formats – digital and print. Pearson offers its titles on the devices students love through Pearson’s MyLab products, CourseSmart, Amazon, and more.

Learning Goals

Upon completing this book, readers will be able to:

Identify problems in organizational functioning.
Recognize what managers need to do to get organizations on the track for excellence.
Understand what employees need to do to help the overall well-being of an organization.

0205961118 / 9780205961115 Excellence in Human Service Organization Management Plus MySearchLab with eText -- Access Card Package

Package consists of:

0205239927 / 9780205239924 MySearchLab with Pearson eText -- Valuepack Access Card

0205088155 / 9780205088157 Excellence in Human Service Organization Management

Peter M. Kettner is Professor Emeritus at Arizona State University School of Social Work. He is author or co-author of six books, four of which have been translated into multiple languages. He has also authored over 50 articles, monographs, and book chapters on the topics of program planning, macro practice in social work, human services administration, purchase-of-service contracting, and privatization,. Over his 30 year career in academia he served as consultant to five different state human service agencies and dozens of local nonprofit agencies on their design and implementation of effectiveness-based planning systems and purchase of service contracting practices. In retirement he has continued his writing and consultation with local government and nonprofit agencies.

In this Section:
1. Brief Table of Contents

2. Full Table of Contents

BRIEF TABLE OF CONTENTS:

Chapter 1: Developing a Theory and Philosophy of Management

Chapter 2: Understanding the Organization from a Systems Perspective

Chapter 3: Using Structure to Facilitate and Support Achievement of the Agency’s Mission

Chapter 4: Job Analysis and Job Design

Chapter 5: Maximizing Organizational Performance through Human Resources Planning

Chapter 6: Strengthening the Organization throughExcellent Recruitment, Selection, and Hiring Practices

Chapter 7: Maximizing Employee Potential through Staff Training and Development

Chapter 8: Promoting Excellence through Well-Designed Motivation and Reward Systems

Chapter 9: Supervision, Performance Appraisal, Rewards, and Termination

Chapter 10: Using Data and Information to Achieve Excellence

Chapter 11: Managing Resources to Support Excellence

Chapter 12: Monitoring and Evaluating Organizational Efforts and Accomplishments

FULL TABLE OF CONTENTS:

Chapter 1: Developing a Theory and Philosophy of Management

Understanding the Manager’s Role

Defining Management and Administration

Creating a Positive Work Environment

Establishing Criteria for Organizational Excellence

Excellence as Defined by Accreditation Standards

The Opinions of Managers

Some Themes Emerging from a Study of Organizational Excellence

The Usefulness of Early Management Theory

Scientific Management

Bureaucratic Theory

Human Relations Theory

Theory X and Theory Y

Management by Objectives

Systems Theory

Contingency Theory

The Issue of Quality

The Issue of Diversity

Evidence-based Practice and Evidence-based Management

Some Themes Emerging from a Study of Organizational Excellence

Toward an Integrated Theoretical Framework for Human Services Management

The Manager as Integrator

Management Roles and Responsibilities

Chapter 2: Understanding the Organization from a Systems Perspective

What Is a Systems Perspective?

Understanding the External Environment

Economic and Political Factors

Understanding the Internal Environment

Technology

System Integrity and the Fit of Internal Environment to External Environment

Chapter 3: 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

Board/Executive Relationships

Chapter 4: Job Analysis and Job Design

What Is Job Analysis?

Conducting a Job Analysis

Methods of Collecting Job Analysis Information

Job Analysis as Central to the Human Resources System

Job Specifications

The Job Description

The Job Announcement

What is Job and Work Design?

When Can Job Design and Redesign Be Effective?

What Can Work Design and Redesign Accomplish?

Job- and Work-Design Strategies

Reconceptualizing the Human Service Organization

Chapter 5: 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

Chapter 6: Strengthening the Organization through Excellent Recruitment, Selection, and Hiring Practices

The Importance of Sound Recruitment Practices

Steps in the Recruitment, Screening and Hiring Process

Ongoing Activities

Pre-search Activities

Communication with applicants

Preliminary Screening

Secondary Screening

Hiring

Chapter 7: Maximizing Employee Potential through Staff Training and Development

Making a Positive Transition into Employment

Establishing Training, Development, and Education Policy

Orientation

Training

The In-Service Training Curriculum

Steps in Developing an In-Service Training Curriculum

The Career Development Plan

Chapter 8: 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

Recognition

The Cafeteria Plan

Motivation, Rewards, and Internal Consistency

Chapter 9: Supervision, Performance Appraisal, Rewards, and Termination

Encouraging Optimum Employee Performance

Supervision

The Corrective Action Process

Appraisal Techniques

Tying Performance Appraisal to Rewards

Terminating Employees: Voluntary and Involuntary Terminations

The Voluntary Termination Process

The Involuntary Termination Process

Chapter 10: 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

Chapter 11: Managing Resources to Support Excellence

Budgeting Issues in Human Services

Revenue Sources

The Budget Cycle

Resource Allocation

Managing Resources to Support Excellence

Chapter 12: Moni toring 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

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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Excellence in Human Service Organization Management Plus MySearchLab with eText -- Access Card Package

Excellence in Human Service Organization Management Plus MySearchLab with eText -- Access Card Package

0205961118

Summary

Author Biography

Table of Contents

Supplemental Materials