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Management Of Human Service Programs

ISBN: 9780495007821 | 049500782X
Edition: 4th
Format: Paperback
Publisher: Cengage Learning
Pub. Date: 7/31/2006

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SummaryTable of ContentsAuthor Biography
Practical in its approach, this book introduces students to the theory and practice of managerial and leadership functions and provides important guidelines for working within agencies. The authors provide an overview of the managerial and leadership functions that a successful manager or administrator in the human services needs to understand.
Prefacexv
Author Biographiesxvii
Facing the Challenges of Management
1(20)
The Need for Managerial Competency
... MORE3(3)
The Purposes of Human Service Programs
6(2)
Functions of Human Service Management
8(6)
Planning
9(1)
Designing the Program and Organization
9(1)
Developing Human Resources
10(1)
Supervising
11(1)
Managing Finances
12(1)
Monitoring and Evaluating
13(1)
Human Relations Skills
14(1)
Decision-Making Skills
15(1)
Leadership and Change Management: Keeping the Organization Responsive and Vibrant
16(1)
The Multicultural Organization
17(2)
Summary
19(1)
Discussion Questions
19(1)
Group Exercise
19(1)
Case 1: Transitions Into Management
20(1)
References
20(1)
The Environments of Human Service Organizations
21(19)
The Characteristics of Human Service Organizations
22(2)
Stakeholder Expectations
24(2)
Analysis of Environmental Trends
26(2)
Political Trends
26(1)
Economic Trends
26(1)
Social Trends
27(1)
Technological Trends
27(1)
From the World to the Neighborhood: ``Thinking Globally and Acting Locally''
28(1)
Needs Assessment
28(1)
Asset Mapping
29(1)
Community Collaborations
30(1)
Boundary Management: Coalitions, Professional Associations, and Networks
31(1)
Marketing
32(3)
Publics
33(1)
Product
33(1)
Place
34(1)
Price
34(1)
Promotion
34(1)
Marketing and Collaboration
35(1)
Public Relations
35(1)
Agency and Environment: The Directorial Role
36(1)
Summary
37(1)
Discussion Questions
37(1)
Case 2: Meeting the Needs of Battered Women
37(1)
References
38(2)
Planning and Program Design
40(28)
Organizational Vision as a Guiding Principle
43(1)
Strategic Planning
44(8)
Selection of Goals: Operational Planning
52(1)
Specification of Objectives
53(2)
Management by Objectives
55(1)
Program Design
55(9)
Identifying and Selecting Alternatives: Best Practices and Evidence-Based Practice
55(3)
Conceptualizing the Program: The Logic Model
58(2)
Developing an Implementation Plan
60(3)
Developing an Evaluation Plan
63(1)
Summary
64(1)
Discussion Questions
64(1)
Group Exercise
64(1)
Case 3: The Model College Counseling Center
65(1)
References
66(2)
Organizational Theory for Human Service Organizations
68(26)
Classical Theories
69(4)
Bureaucracy
69(2)
Scientific Management
71(1)
Universal Management Principles
71(1)
Classical Theories in Today's Human Service Organizations
72(1)
Human Relations Approaches
73(2)
The Human Resources Model
75(3)
Open Systems Theory
78(1)
Contemporary Developments
79(8)
Professional Bureaucracies
79(1)
Community-Based Organizations and Feminist Organizations
80(2)
Japanese Management
82(1)
Total Quality Management
82(1)
The Excellence Movement
83(1)
Business Process Reengineering
84(1)
Employee Involvement and the Quality of Working Life
85(1)
Reinventing Government
86(1)
Learning Organizations
87(1)
Contingency Theories
87(2)
Summary
89(1)
Discussion Questions
89(1)
Case 4: The Community Career Center
90(1)
References
91(3)
Organization Design
94(18)
Dimensions of Organization Design
95(1)
Criteria for the Design of an Organization
96(4)
Organizational Governance: Auspices
100(1)
Organizational Structures
100(2)
Functional Structures
100(1)
Divisional Structures
101(1)
Matrix Structures
102(1)
Linking and Coordinating Mechanisms
102(1)
Organizational Charts
103(1)
Line and Staff
104(2)
Key Organizational Processes: Decision Making, Communications, and Organizational Culture
106(2)
Summary
108(1)
Discussion Questions
108(1)
Group Exercise
109(1)
Case 5: The Umbrella Organization
109(2)
References
111(1)
Developing and Managing Human Resources
112(28)
Job Design
114(3)
Hiring Practices
117(3)
Recruitment
117(1)
Selection
117(2)
Orientation
119(1)
Promotion
119(1)
Staff Training
120(3)
Assessing Training and Development Needs
120(1)
Developing Training Objectives
121(1)
Designing the Training Program
122(1)
Implementing the Training Program
122(1)
Evaluating Training
122(1)
Performance Appraisal
123(2)
Appraisal Mechanisms
125(3)
Behaviorally Anchored Rating Scales
126(1)
Management by Objectives
127(1)
Critical Incident Techniques
127(1)
Valuing Diversity
128(1)
Federal Legislation
129(1)
Enforcement of Federal Legislation
129(1)
Affirmative Action
129(1)
Diversity Implications for Human Resource Development
130(2)
Encouraging Volunteer Participation
132(1)
Burnout
132(3)
Causes of Burnout
133(1)
Preventing Burnout
134(1)
Employee Assistance Programs
135(1)
Summary
136(1)
Discussion Questions
136(1)
Group Exercise
136(1)
Case 6: Director of Training
137(1)
References
138(2)
Building Supervisory Relationships
140(29)
Supervisory Roles
141(2)
Clinical Supervision
143(1)
Clinical Supervision from a Multicultural Perspective
144(1)
The Supervisory Dyad
145(2)
The Supervision Process
147(2)
Making the Transition to the Supervisory Role
149(1)
Theories of Motivation
150(3)
Content Theories
151(2)
Process Theories
153(1)
Applying Theories of Motivation
153(4)
Management by Objectives as a Motivator
153(1)
Organizational Behavior Modification
154(1)
Reward Systems
155(1)
Power and Influence
156(1)
Leadership Models in Supervision
157(5)
Blake and McCanse's Leadership Grid
157(2)
Hersey and Blanchard's Situational Leadership Model
159(2)
Contingency Theory
161(1)
Democratic Supervision
162(1)
Participative Decision Making as a Supervision Approach
162(1)
Group Dynamics and Supervision
163(2)
Challenges in Supervision
165(1)
Summary
166(1)
Discussion Questions
166(1)
Group Exercise
166(1)
Case 7: The Token Economy
166(2)
References
168(1)
Managing Finances to Meet Program Goals
169(24)
The Financial Management Process
170(1)
Resource Acquisition
171(6)
Estimating Expenditures
171(2)
Creating the Annual Budget
173(2)
Updating the Annual Budget for an Ongoing Program
175(2)
Limitations of Incrementalism
177(3)
Budgeting for Results
177(1)
Zero-Based Budgeting
178(1)
Cost-Benefit Analysis and Cost-Effectiveness Analysis
179(1)
Resource Development
180(6)
Grants and Contracts
181(1)
Writing Proposals for Grants or Contracts
182(2)
Fees
184(1)
Contributions and Planned Giving
185(1)
Resource Disposition
186(2)
Monitoring and Controlling Financial Resources
186(1)
Cutback Management
186(2)
Managing Multiple Funding Sources
188(1)
Resource Reporting
188(1)
Financial Reports
188(1)
Audits
189(1)
Summary
189(1)
Discussion Questions
189(1)
Group Exercise
190(1)
Case 8: The Best-Laid Plans
190(1)
References
191(1)
Web Resources
192(1)
Designing and Using Information Systems
193(22)
Purposes of Information Systems
195(2)
Measuring Performance
197(3)
Measuring Inputs, Outputs, and Outcomes
200(2)
Information System Design Guidelines
202(1)
The Design Process
203(6)
Step 1: Preparation and Committee Formation
203(1)
Step 2: Analysis of the Existing System
204(2)
Step 3: Detailed Design
206(2)
Step 4: System Testing and Agency Preparation
208(1)
Step 5: Implementation, Evaluation, and Modification
208(1)
The Use of Computers
209(2)
Organizational Culture and Learning
211(1)
Summary
212(1)
Discussion Questions
212(1)
Case 9: Evaluation Emergency
212(1)
References
213(2)
Evaluating Human Service Programs
215(30)
Purposes of Evaluation
217(3)
Administrative Decision Making
217(1)
Improvement of Current Programs
217(1)
Accountability
218(1)
Building Increased Support
218(1)
Acquiring Knowledge Regarding Service Methods
219(1)
Producers and Consumers of Evaluations
220(3)
Professional Evaluators
220(1)
Funding Sources
221(1)
Policymakers and Administrators
221(1)
Human Service Providers
222(1)
Consumers and Community Members
222(1)
The Scope of Human Service Evaluation
223(6)
Evaluability Assessment
223(3)
Process Evaluation
226(1)
Outcome Evaluation
227(1)
Efficiency and Effectiveness
228(1)
Implementing the Process Evaluation
229(5)
Process Evaluation Strategies
230(1)
Information Gathering
231(1)
Analysis
232(2)
Implementing the Outcome Evaluation
234(4)
Routine Outcome Measurements
234(4)
Implementing the Efficiency Evaluation
238(1)
Experimental Design Options
239(1)
Issues in Human Service Evaluation
239(2)
Summary
241(1)
Discussion Questions
242(1)
Group Exercise
242(1)
Case 10: Evaluating the Consultation and Education Department
242(1)
References
243(2)
Leading and Changing Human Service Organizations
245(30)
Leadership Defined
246(1)
Transactional and Transformational Leadership
247(1)
Articulating Organizational Values
248(3)
Ethics: The Implementation of Values
249(2)
Shaping Organizational Culture
251(1)
Developing and Promoting Organizational Vision
252(1)
The Manager as a Teacher
253(1)
Leadership in Organization Design
254(1)
Political Aspects of Leadership
254(2)
Organizational Change in Human Service Organizations
256(2)
Administrative Change through Leadership
258(1)
Use of Consultants
258(5)
Types of Consultation
259(2)
Some Common Consultation Technologies
261(1)
Selecting and Using Consultants
262(1)
Staff-Initiated Organizational Change
263(1)
Why Organizational Change Efforts Often Fail
264(1)
A Comprehensive Change Model
265(6)
Preconditions
266(1)
Creating a Sense of Urgency
266(1)
Action System Development and Maintenance
266(1)
Identifying the Change Goal
267(1)
Assessing the Current State
267(1)
Analysis of Driving and Restraining Forces and Stakeholders
268(1)
Initiation
269(1)
Implementation
270(1)
Institutionalization
271(1)
Summary
271(1)
Discussion Questions
271(1)
Case 11: Budget Cut
272(1)
References
272(3)
Achieving and Maintaining Organizational Excellence
275(25)
Human Service Management Functions: A Systems Perspective
276(4)
Managing the Environment
277(1)
Planning and Program Design
277(1)
Organizational Theory
278(1)
Organization Design
278(1)
Human Resource Development
278(1)
Supervision
278(1)
Financial Management
279(1)
Information Systems
279(1)
Program Evaluation
279(1)
Leadership and Organizational Change
280(1)
Putting It All Together through Leadership
280(1)
Growth and Renewal for the Manager
281(2)
Team Development
283(2)
Ensuring the Ongoing Growth of the Organization
285(5)
Organizational Life Cycles
285(1)
Employee Attitude Surveys
286(1)
The Management Audit
287(1)
Cultural Competence Assessment
288(1)
The Learning Organization
288(2)
Transitioning to Management
290(4)
The Need for Managerial Excellence
292(2)
Summary
294(1)
Discussion Questions
295(1)
Case 12.1: Deinstitutionalization
296(1)
Case 12.2: Community Action and Mental Health
297(1)
References
298(2)
Appendix Management Audit300(7)
Name Index307(4)
Subject Index311
Michael D. Lewis is Professor Emeritus of Counseling and Psychology at Governors State University. Thomas Packard teaches administration and social policy courses in the School of Social Work at San Diego State University. Judith A. Lewis is currently Chair of the Department of Addictions Studies and Behavioral Health at Governors State University in University Park, Illinois.

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