Management of human service programs.

Format:

Book

Author/Creator:

Lewis, Judith A., 1939-

Contributor:

Packard, Thomas Roy.

Lewis, Michael D., 1937-

Anne and Joseph Trachtman Memorial Book Fund.

Language:

English

Subjects (All):

Human services--Management.

Human services.

Human services--United States--Management--Case studies.

Management.

United States.

Genre:

Case studies.

Physical Description:

xviii, 316 pages ; 24 cm

Edition:

Fourth edition / Judith A. Lewis, Thomas Packard, Michael D. Lewis.

Place of Publication:

Belmont, CA : Thomson Brooks/Cole, [2007]

Summary:

Master management and leadership with MANAGEMENT OF HUMAN SERVICE PROGRAMS. Practical and easy to use, this human services text provides important guidelines for working within agencies that every manager of administrator needs to know. Every chapter includes a case example with reflection questions to help you view the issues in action and to help you reflect on how you would handle the scenario. Topics include challenges of management, environments of human service agencies, program design, organizational theory, organizational design, human resources, supervisory relationships, finances, information systems, program evaluation, organizational change, leadership, and achieving and maintaining organizational excellence.

Contents:

Chapter 1 Facing the Challenges of Management 1

The Need for Managerial Competency 3

The Purposes of Human Service Programs 6

Functions of Human Service Management 8

Planning 9

Designing the Program and Organization 9

Developing Human Resources 10

Supervising 11

Managing Finances 12

Monitoring and Evaluating 13

Human Relations Skills 14

Decision-Making Skills 15

Leadership and Change Management: Keeping the Organization Responsive and Vibrant 16

The Multicultural Organization 17

Case 1 Transitions into Management 20

Chapter 2 The Environments of Human Service Organizations 21

The Characteristics of Human Service Organizations 22

Stakeholder Expectations 24

Analysis of Environmental Trends 26

Political Trends 26

Economic Trends 26

Social Trends 27

Technological Trends 27

From the World to the Neighborhood: "Thinking Globally and Acting Locally" 28

Needs Assessment 28

Asset Mapping 29

Community Collaborations 30

Boundary Management: Coalitions, Professional Associations, and Networks 31

Marketing 32

Publics 33

Product 33

Place 34

Price 34

Promotion 34

Marketing and Collaboration 35

Public Relations 35

Agency and Environment: The Directorial Role 36

Case 2 Meeting the Needs of Battered Women 37

Chapter 3 Planning and Program Design 40

Organizational Vision as a Guiding Principle 43

Strategic Planning 44

Selection of Goals: Operational Planning 52

Specification of Objectives 53

Management by Objectives 55

Program Design 55

Identifying and Selecting Alternatives: Best Practices and Evidence-Based Practice 55

Conceptualizing the Program: The Logic Model 58

Developing an Implementation Plan 60

Developing an Evaluation Plan 63

Case 3 The Model College Counseling Center 65

Chapter 4 Organizational Theory for Human Service Organizations 68

Classical Theories 69

Bureaucracy 69

Scientific Management 71

Universal Management Principles 71

Classical Theories in Today's Human Service Organizations 72

Human Relations Approaches 73

The Human Resources Model 75

Open Systems Theory 78

Contemporary Developments 79

Professional Bureaucracies 79

Community-Based Organizations and Feminist Organizations 80

Japanese Management 82

Total Quality Management 82

The Excellence Movement 83

Business Process Reengineering 84

Employee Involvement and the Quality of Working Life 85

Reinventing Government 86

Learning Organizations 87

Contingency Theories 87

Case 4 The Community Career Center 90

Chapter 5 Organization Design 94

Dimensions of Organization Design 95

Criteria for the Design of an Organization 96

Organizational Governance: Auspices 100

Organizational Structures 100

Functional Structures 100

Divisional Structures 101

Matrix Structures 102

Linking and Coordinating Mechanisms 102

Organizational Charts 103

Line and Staff 104

Key Organizational Processes: Decision Making, Communications, and Organizational Culture 106

Case 5 The Umbrella Organization 109

Chapter 6 Developing and Managing Human Resources 112

Job Design 114

Hiring Practices 117

Recruitment 117

Selection 117

Promotion 119

Staff Training 120

Assessing Training and Development Needs 120

Developing Training Objectives 121

Designing the Training Program 122

Implementing the Training Program 122

Evaluating Training 122

Performance Appraisal 123

Appraisal Mechanisms 125

Behaviorally Anchored Rating Scales 126

Management by Objectives 127

Critical Incident Techniques 127

Valuing Diversity 128

Federal Legislation 129

Enforcement of Federal Legislation 129

Affirmative Action 129

Diversity Implications for Human Resource Development 130

Encouraging Volunteer Participation 132

Burnout 132

Causes of Burnout 133

Preventing Burnout 134

Employee Assistance Programs 135

Case 6 Director of Training 137

Chapter 7 Building Supervisory Relationships 140

Supervisory Roles 141

Clinical Supervision 143

Clinical Supervision from a Multicultural Perspective 144

The Supervisory Dyad 145

The Supervision Process 147

Making the Transition to the Supervisory Role 149

Theories of Motivation 150

Content Theories 151

Process Theories 153

Applying Theories of Motivation 153

Management by Objectives as a Motivator 153

Organizational Behavior Modification 154

Reward Systems 155

Power and Influence 156

Leadership Models in Supervision 157

Blake and McCanse's Leadership Grid 157

Hersey and Blanchard's Situational Leadership Model 159

Contingency Theory 161

Democratic Supervision 162

Participative Decision Making as a Supervision Approach 162

Group Dynamics and Supervision 163

Challenges in Supervision 165

Case 7 The Token Economy 166

Chapter 8 Managing Finances to Meet Program Goals 169

The Financial Management Process 170

Resource Acquisition 171

Estimating Expenditures 171

Creating the Annual Budget 173

Updating the Annual Budget for an Ongoing Program 175

Limitations of Incrementalism 177

Budgeting for Results 177

Zero-Based Budgeting 178

Cost-Benefit Analysis and Cost-Effectiveness Analysis 179

Resource Development 180

Grants and Contracts 181

Writing Proposals for Grants or Contracts 182

Fees 184

Contributions and Planned Giving 185

Resource Disposition 186

Monitoring and Controlling Financial Resources 186

Cutback Management 186

Managing Multiple Funding Sources 188

Resource Reporting 188

Financial Reports 188

Audits 189

Case 8 The Best-Laid Plans 190

Chapter 9 Designing and Using Information Systems 193

Purposes of Information Systems 195

Measuring Performance 197

Measuring Inputs, Outputs, and Outcomes 200

Information System Design Guidelines 202

The Design Process 203

Step 1 Preparation and Committee Formation 203

Step 2 Analysis of the Existing System 204

Step 3 Detailed Design 206

Step 4 System Testing and Agency Preparation 208

Step 5 Implementation, Evaluation, and Modification 208

The Use of Computers 209

Organizational Culture and Learning 211

Case 9 Evaluation Emergency 212

Chapter 10 Evaluating Human Service Programs 215

Purposes of Evaluation 217

Administrative Decision Making 217

Improvement of Current Programs 217

Accountability 218

Building Increased Support 218

Acquiring Knowledge Regarding Service Methods 219

Producers and Consumers of Evaluations 220

Professional Evaluators 220

Funding Sources 221

Policymakers and Administrators 221

Human Service Providers 222

Consumers and Community Members 222

The Scope of Human Service Evaluation 223

Evaluability Assessment 223

Process Evaluation 226

Outcome Evaluation 227

Efficiency and Effectiveness 228

Implementing the Process Evaluation 229

Process Evaluation Strategies 230

Information Gathering 231

Analysis 232

Implementing the Outcome Evaluation 234

Routine Outcome Measurements 234

Implementing the Efficiency Evaluation 238

Experimental Design Options 239

Issues in Human Service Evaluation 239

Case 10 Evaluating the Consultation and Education Department 242

Chapter 11 Leading and Changing Human Service Organizations 245

Leadership Defined 246

Transactional and Transformational Leadership 247

Articulating Organizational Values 248

Ethics: The Implementation of Values 249

Shaping Organizational Culture 251

Developing and Promoting Organizational Vision 252

The Manager as a Teacher 253

Leadership in Organization Design 254

Political Aspects of Leadership 254

Organizational Change in Human Service Organizations 256

Administrative Change through Leadership 258

Use of Consultants 258

Types of Consultation 259

Some Common Consultation Technologies 261

Selecting and Using Consultants 262

Staff-Initiated Organizational Change 263

Why Organizational Change Efforts Often Fail 264

A Comprehensive Change Model 265

Preconditions 266

Creating a Sense of Urgency 266

Action System Development and Maintenance 266

Identifying the Change Goal 267

Assessing the Current State 267

Analysis of Driving and Restraining Forces and Stakeholders 268

Initiation 269

Implementation 270

Institutionalization 271

Case 11 Budget Cut 272

Chapter 12 Achieving and Maintaining Organizational Excellence 275

Human Service Management Functions: A Systems Perspective 276

Managing the Environment 277

Planning and Program Design 277

Organizational Theory 278

Organization Design 278

Human Resource Development 278

Supervision 278

Financial Management 279

Information Systems 279

Program Evaluation 279

Leadership and Organizational Change 280

Putting It All Together through Leadership 280

Growth and Renewal for the Manager 281

Team Development 283

Ensuring the Ongoing Growth of the Organization 285

Organizational Life Cycles 285

Employee Attitude Surveys 286

The Management Audit 287

Cultural Competence Assessment 288

The Learning Organization 288

Transitioning to Management 290

The Need, for Managerial Excellence 292

Case 12.1 Deinstitutionalization 296

Case 12.2 Community Action and Mental Health 297

Appendix Management Audit 300.

Notes:

Rev. ed. of: Management of human service programs / Judith A. Lewis ... [et al.]. 2nd ed. c2001.

Includes bibliographical references and indexes.

Local Notes:

Acquired for the Penn Libraries with assistance from the Anne and Joseph Trachtman Memorial Book Fund.

ISBN:

049500782X

OCLC:

73996942