MyLab Search with Pearson eText -- Standalone Access Card -- for Excellence in Human Service Organization Management

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Table of Contents:
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:   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   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