| Description |
xiii, 127 pages : illustrations ; 23 cm |
| Series |
Sage human services guides ; 74 |
|
Sage human services guides ; v. 74
|
| Contents |
Ch. 1. Why Performance Improvement? -- Ch. 2. Who Are Our Customers? -- Ch. 3. Identifying Customer Requirements -- Ch. 4. Charting a Course for the Organization: The Vital Role of Leadership -- Ch. 5. Leading Change in the Organizational Culture -- Ch. 6. Measuring Organizational Performance -- Ch. 7. Constructing the Infrastructure for Organizational Improvement -- Ch. 8. Integrating the Tools and Techniques of Performance Improvement: Case Study -- Ch. 9. References and Resources |
| Summary |
A practical guide to recently developed management principles, Improving Organizational Performance takes the reader beyond the basics of the TQM fad to the core concepts that undergird it. The book provides a basic reference and field guide for mental health service organizations that are interested in learning about and applying sound management principles. In addition to basic theory, it presents procedures for putting quality practices in place, uses examples from the field to illuminate points, and includes a complete case study to help organizations learn the quality improvement team process. Improving Organizational Performance is an effective tool for managers to improve performance in mental health, human services, and social service organizations |
| Notes |
"Published in cooperation with the University of Michigan School of Social Work." |
| Bibliography |
Includes bibliographical references and index |
| Subject |
Human services -- Evaluation.
|
|
Organizational effectiveness.
|
| Author |
University of Michigan. School of Social Work.
|
| LC no. |
97021203 |
| ISBN |
0761907505 (acid-free) |
|
0761907513 (paperback: acid-free) |
|
