MH 30 Cards - Human Services Organization

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MH 30 Cards - Human Services Organization
2012-04-03 04:41:51

Human Services Organization
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  1. Two Contradictory Demands of Managers
    • 1. Get Results
    • 2. Motivate Workers
  2. What are 4 Goals of Managers
    • 1. Efficiency
    • 2. Effectiveness
    • 3. Quality
    • 4. Productivity
  3. Administration
    Determines coporate policy: production, finance, excutive and production
  4. Mangement
    Execution of Policy
  5. An organization whose purpose is to establish accreditation standards and ecaluate social service agencies in relation to those standards
    The Council on Accreditation (COA)
  6. A theory that stated that people were productive or unproductive based on the assumption management held about them
    Theory X and Theory Y
  7. Executive Level vs Implementation
    Executives usually oversee and monitor those underneath them. While the implementation are the workers who are carrying out and performing the orders from the executives.
  8. A Theory in which management focuses developing knowledge and leadership skills, commiting to professional and organizational values and effectively managing others for maximum productivity
    Management Theory
  9. Name 5 Qualities of Excellent Management
    • 1. Vision
    • 2. People Skills
    • 3. Personal Qualities
    • 4. Ananlytical Skills
    • 5. Knowledge
  10. List 5 Traits of Superleaders
    • 1. Vision
    • 2. Organiztional Ability
    • 3. Persisitence
    • 4. Empowerment
    • 5. Communication
  11. 4 Traits of Competence
    • 1. Meaning
    • 2. Attention
    • 3. Trust
    • 4. Self
  12. Theory
    An interrelated, coherent set of ideas that help explain behavior and make predictions
  13. A theory of careful measurement and specification of all organizational task through planning, organizing and controlling. The Dehumanizing Theory. Workers were rewarded and punished.
    The Scientific Theory
  14. A theory that divides organizations into hierarchies, establishing strong lines of authority and control. The theory also suggested organizations develop comprehensive and detailed standard operating procedures for all routinized tasks.
    Bureaucratic Management Theory
  15. What are the Principles of Management under the Scientific Management Theory
    • 1. Science for each element of work
    • 2. Scientifically select, train, teach and develop
    • 3. Equal division of labor
    • 4. Cooperate in accordance to principles
  16. A theory that reacted to the rather dehumanizing effects of the Scientific Theory. More attention was given to individuals and their unique capabilities in the organization. A major belief included that the organization would prosper if its workers prospered as well. Human Resource departments were added to organizations. The behavioral sciences played a strong role in helping to understand the needs of workers and how the needs of the organization and its workers could be better aligned. Various new theories were spawned, many based on the behavioral sciences (some had name like theory “X”, “Y” and “Z”).
    The Human Relation Theory
  17. 3 Propositions of Theory X
    • 1. Management's role in the organization
    • 2. Management's role with employees
    • 3. Stimulating employee performance
  18. 4 Propositions of Theory Y
    • 1. Management's role in the organization
    • 2. Employee motivation and capacity
    • 3. Employee motivation and commitment
    • 4. New Management role
  19. Culture, Group Influence and Rewards are all part of this theory
    Human Relations Theory
  20. Definition of Reponsibility (hierarchy), Job Preparation, Authority and Separation from ownership are all part of this Theory
    Bureaucratic Theory
  21. Mangement of Specific roles, Job training, Technology and Research Orientation are all part of this Theory
    Scientific Mangement Theory
  22. System Theory
    A collection of a group unified to accomplish an overall goal. If one part of the system is removed, the nature of the system is changed.
  23. Input
    Resources and Raw material; Client, Workers
  24. Throughput
    The conversion process: Interventions
  25. Output
    Completed product or Services
  26. Contingency Theory
    Management decision making must take into account all aspects of the current situation and act on those aspects that are key to the situation at hand. Basically, it’s the approach that “it depends.”
  27. Typology of organizations, Different ways to measure success and new assumptions or all part of this theory
    Contingency Theory
  28. Cultures/Subcultures, Shared Vision, and Diverse prespectives are all part of this structure
    Organizational Culutre
  29. Theory Z
    • 1. Total Quality Management,
    • 2. Loyalty,
    • 3. Commitment to work
    • 4. Shared responsibility
  30. 3 Themes of Contemporary Theory
    • 1. Organizational Culture
    • 2. Quality
    • 3. Diversity
  31. 2 Applications of Theory X and Theroy Y
    • 1. Motivation in the Workplace
    • 2. Stimulating Employee Motivation
  32. What are the different parts to Cultural Competence Continuum
    • 1. Cultural Blindness
    • 2. Cultural Incapacity
    • 3. Cultural Destructiveness
    • 4. Cultural Precompetence
    • 5. Cutural Competence
    • 6. Cultural Proficiency
  33. What are the Theortical Base for Human Variables
    • 1. Diversity
    • 2. Competence
    • 3. Attention and Recognition
    • 4. Rewards for Performance
    • 5. Social Groups
  34. Taking into account all of the behaviors of a system as a whole in the context of its environment
    Systems Perspective
  35. External Environment
    Everything outside the boundaries of the agency or oraganization including; Polictical Factors/Professional Considerations, Economic Factors, Sociological Factors and Technological Factors
  36. Intrenal Evironment
    • The improtant components that represents the infastructure of an organization including;
    • 1. Human resources
    • 2. Organizational Operations
    • 3 Technological resources
    • 4. Planning
    • 5. Financial resources
    • 6. Organizational purpose, mission and philosophy
  37. The many functions that are involved in the supervision and mangement of the organization's employees and volunteers.
    Human Resources
  38. The equipment and expertise needed to carry out the professional and technical work of the organization.
    Technological Resources
  39. Careful Examination of doucments to determine where the funding is coming from and what obligation the agency assumes for accepting funding from these various sources
    Financial Resources
  40. Departmentiliztion by Function
  41. Departmentilzation By Process
  42. Matrix Management Model
  43. Cross-Departmental Linkages
  44. The Project Team Organizational Structure
  45. The Collegial Form of Organizational Structure
  46. Mixed Matrix Structure Diagram
  47. A type of Chart that depicts the chain of command
    Formal Organizational Chart
  48. A type of Chart that depict a more flexible working relationship
    Informal Organizational Chart
  49. Role of Board of Directors
    Establish Policy, Regualtions and Guidelines
  50. Types of Informal Organizational Charts
    • 1. Matrix Organizations Chart
    • 2. Mixed-Matrix Organizational Chart
    • 3. Linking Pin Chart
    • 4. Project Team Chart
    • 5. Collegial Model Chart
  51. Types of Formal Organizational Charts
    • 1. Departmentalization by Program
    • 2. Departmentalization by Function
    • 3. Departmentalization by Consumer/Client
    • 4. Departmentalization by Market
    • 5. Departmentalization by Funtion
    • 6. Departmentalization by Geographic Area
  52. Departmentalization by Clinet/Consumer
  53. Departmentalization by Market
  54. Departmentalization by Geographic Area
  55. Changing or reorganizing the taske and responsibilities assingned to employees. Maximizing the fit between employee skills, employee responsibilities and to introduce variability into the work environment
    Job Design
  56. 3 Models of Job Design
    • 1. The Traditional Model
    • 2. The Human Relations Model
    • 3. The HUman Resources Model
  57. Traditional Model of Management
  58. The Human Relations Model of Management
  59. The Human Resources Model of Management
  60. Manipulating and varying job characteristics in a way that makes the job more complex and challenging in the interest of increasing motivation and productivity
    Job Enalargement
  61. Redesigning the job in a way that workers assume more responsibility for their work, often repsonsibilties formerly assigned to supervisory staff - (Helps Cut Out the middle man)
    Job Enrichment
  62. Planned exchange of Job responsibilities in the interest of having employees understand the work of the organization from a broader perspective and in the interest of reducing boredom
    Job Rotation
  63. Rellocating collective responsibilities from individuals to a group of workers and subdividing the workload in a way that allows each to contribute to the team from their area of specialization and strength
    Creating Teams
  64. A planned attempt to reduce some of the tedious, repititious, and redundant type of work and procedures by having equipment handle routine functions when possible
    Use of Technology
  65. A boudary-less organiztion of informal definitions of jobs to focus more on accomplishing the work of the organization
    "Jobless" Work Environment
  66. List the Theories of Motivation
    • 1. Motivation through Fairness and Equity
    • 2. Motivation by Providing Access to Acheivement
    • 3. Motivation by Enhancing the Quality of Work Assingnments
    • 4. Motivation by Reinforcing Performance with Rewards
    • 5. Motivation by Meeting Personal Needs
  67. What is the Cafeteria Plan
    Employees choose a mix of benefits that is meaningful to them
  68. COLA
    Inflation across the board for all employes; Peercentage which can create discrepancies
  69. 2 Types of Internal Mobility
    1. Lateral - other positions at the same level

    2. Vertical - Promotions
  70. Theories of Motivation
    • Needs - Same for Everyone
    • Values - Intrinsic develpoed over life
    • Goal - Can change (Short or Long term)
  71. Effective Rewards System
    • Basic Needs
    • Competitive Benefits
    • Equitable Distribution
    • Employees as Individuals
  72. Instrinsic Rewards
    • Distinction clear betwn motivation, performance & reward
    • Job Design
    • Motivating Factors
    • Organizational Structure
  73. Extrinsic Rewards
    • Hygiene Factors - Keep Down the level of Disatisfaction
    • Interpersonal relations with supervisors
    • Creativity & Flexibility
  74. 3 Types of Revenue Sources
    • 1. Gocernment Funding
    • 2. Grants and Contracts
    • 3. Charitable Giving
  75. 3 Ways to Increase Resources
    • 1. Merging
    • 2. Franchising
    • 3. For-profit subsidiaries
  76. 3 Types of Budgeting in Human Services
    • 1. Program Budgeting
    • 2. Functioning Budgeting
    • 3. Line-item Budgeting
  77. Identifying Revenue & Expenses

    Simple, straightfoward but does not determine efficiency, effectiveness, productivity or quality
    Line-item Budgeting
  78. Seven Steps Program Stucture - Line-item, Cost Allocation Plan, Direct and Indirect Cost, direct cost to program, indirect cost to program, total program cost
    Functional Budgeting
  79. What does POSC stand for
    Purchase of Service Contracting
  80. 2 Types of Data Needed for an Organization
    • 1. External Data
    • 2. Internal Data
  81. External Data
    • Political
    • Economic
    • Sociological
    • Technological
  82. Internal Data
    • 1. Human Resources
    • 2. Organizational Purpose, Mission & Philosophy
    • 3. Technological Resources
    • 4. Financial Resources
    • 5. Organizational Planning
    • 6. Organizational Operations
  83. 4 Types of Grants for Human Services Organization
    • Independent of family foundation
    • Corporate foundation
    • Operating Foundation
    • Community Foundations
  84. Types of Client Fees
    • Flat-rate fee
    • Fair-share-of-cost
    • Sliding-scale fee
    • Participation fee
    • Third-party fee
  85. Types of Clients
    • 1. High Pay Client
    • 2. Low Pay Client
    • 3. Contract-eligible
  86. Requires defining line items and making allocations for the whole organization for a year
    Line-item Budgeting
  87. Requires defining line items, making allocations to programs for the year, and incorporating indirect cost into programs
    Functioning Budgeting
  88. This approach is used to calculate the cost of the program success, defined in terms of client outcomes
    Program Budgeting