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Excellence in Human Service Organization Management, 2nd Edition

Peter M. Kettner

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Excellence in Human Service Organization Management, 2nd Edition

By Peter M. Kettner
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Overview
Author
Peter M. Kettner
Edition
2nd
ISBN
9780205088157
Published Date
20/06/2013
Pages
384

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.

 

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.

 

Biography

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.

Features
  • Examples of Council for Standards in Human Services Education (CSHSE) Standards in this Text–found when you open the text; this overview provides a quick view of the CSHSE Standards addressed throughout the text.
  • CSHSE Standards Applied in this Chapter–found on the chapter opening page; provides a more direct snapshot of the most prominent standards and understanding and mastery of standards addressed in each chapter
  • Standards-based critical thinking questions–found throughout the chapter; asks students to critically think about the featured standards examples in relation to the content they’re learning
    • Practice Test—provides a ‘quick review’ for students to test their knowledge and understanding of the chapter contents; includes multiple choice and short answer/essay questions
      • Intro to Human Services; Generalist Human Services; Counseling
    • Chapter Review—provides a ‘quick review’ for students to test their application and evaluation of the chapter contents; includes multiple choice and short answer/essay questions
      • All other Human Services
  • Framework for assessing systems and subsystems — This provides students with a blueprint for organizational analysis in the interest of determining areas of strength and of those areas that need improvement.
  • 6 different approaches to job design and redesign — In the interest of finding the optimum fit for employees and thereby increasing motivation and productivity
  • Rewards and benefits — Eight different rewards and benefits designed to maximize productivity.
  • Human resource laws, regulations and executive orders — A planning process to achieve an optimum mix of staff, in terms of areas of expertise and demographics is discussed along with laws identifying six protected classes and the basis of discrimination.
  • Guidelines for carrying out a job analysis.
  • Eight approaches to performance appraisal — Along with pros and cons presented for each.
  • Boxed material, cases, charts and graphs, learning objectives and chapter summaries appear throughout the text.
  • Learning Objectives — At the beginning of each chapter help students pull out essential information.
New to this edition

Chapter-by-chapter changes

 

Chapter 1:

  • Combines old chapters 1 & 2. It makes for a longer chapter, but provides the basis for understanding the meaning of excellence in management and covers the highlights of all the theories and research which support the model
  • Identifies standards for several accrediting organizations
  • Includes new examples to illustrate the significance and relevance of each theory to human services management
  • Significant concepts are summarized in a table, which provides an overview of what the text intends to cover

Chapter 2:

  • Many new graphics designed to help the student understand the significance of the external and internal environments.
  • New section on conflict management.

Chapter 3:

  • Explains ways in which structure affects function, and presents seven different structural options.
  • Examples are included to illustrate how structure affects function and new graphics to illustrate how each of the seven options can be applied
  • Explains the relationship between an organization’s formal and informal structures

Chapter 4 

  • This chapter combines chapters five and ten from the first edition. It attempts to put together in one chapter all the considerations related to job creation.
  • Defines job analysis, job specifications, job description, job announcement, and job and work design.
  • Provides examples for each job design strategy

Chapter 5         

  • Several new online government resources
  • New case examples illustrate ways to use different planning and design strategies to improve organizational performance.

Chapter 6

  • The steps of the recruitment, selection and hiring processes are laid out in detail with several examples and summary tables and charts.
  • Updates on legal requirements for recruitment and recommendations for use of electronic media in the recruitment and application processes.

Chapter 7

  • Charts and tables have been updated to reflect current practices.
  • Examples and discussion questions have been added.

Chapter 8 

  • Eight new examples illustrate how a manager might use various strategies to increase motivation.
  • All of the boxes examining “considerations” in relation to each of the motivational and reward strategies have been eliminated.

Chapter 9

  • ANew case example has been added.
  • Some of the performance appraisal forms have been edited.

Chapter 10      

  • In addition to elaborating on some of the step by step instructions to building an integrated information system in the first edition, twelve new tables have been added to this edition to help illustrate the kinds of questions that need to be answered in order to build a complete system.

Chapter 11

  • New tables have been added to help clarify various budgeting concepts.

Chapter 12

  • A new table has been developed that reviews each of the twelve areas of responsibility as proposed in Chapter 1 and suggests questions that might be used to assess management perceptions.
  • Proposed staff survey questions have been rewritten to follow the new chronology presented in this edition.
  • A new section on leadership is included in this chapter.
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