Supervision and Management in Nonprofits and Human Services
How Not to Become the Administrator You Always Hated

John E. Tropman
University of Michigan

216 pages
7 x 10
Paperback
©2006

ISBN 978-1-57879-065-4

C O N T E N T S

PART 1
From Supervisory Manager to Middle Manager: Tasks and Functions on the Managerial Staircase

Chapter 1 - Supervision, Project Management, and Middle Management: Some Crucial Techniques

PART 2
Organizations: The Setting of Administrative Work

Chapter 2 - Three (or Five) Separate Parts Called "Our Organization"
Chapter 3 - Nonprofit and Human Service Organizations

PART 3
The People Picture: Managing Five Ways

Chapter 4 - Managing Oneself: Avoiding the Department of the Deeply Clueless
Chapter 5 - Managing Subordinates: Building Staff Performance
Chapter 6 - Managing from the Second Position: Managing Bosses, Peers, and Your External Network - Working Up, Across, and Out

PART 4
The Product Picture: Getting Jobs Done, Tasks Completed, and Work Accomplished

Chapter 7 - Managing Jobs
Chapter 8 - Managing Tasks
Chapter 9 - Managing Work

PART 5
Managerial Levels: Issues and Techniques in Supervisory, Project, and Middle Management

Chapter 10 - Issues and Techniques in Supervisory, Project, and Middle Management

PART 6
Crosscutting Skills

Chapter 11 - Producing Effective Meetings
Chapter 12 - Building Effective Decisions
Chapter 13 - Writing Effective Managerial Documents
Chapter 14 - Creating Effective Managerial Communication

PART 7
Orchestrating Managerial Change

Chapter 15 - A Circular Staircase of Managerial Competence
Chapter 16 - Flameout, Calamity, and Supercalamity
Chapter 17 - Securing Managerial Success

Appendix 1 - Popular Books on Supervisory Management 

Appendix 2 - Electronic Resources

Glossary of Terms

Sources

Resources - Books

Resources - Articles

Index