Moral Leadership or Achieving Excellence in the Management of Human Service Organizations

Moral Leadership: Getting to the Heart of School Improvement

Author: Thomas J Sergiovanni

"A vision of what could (and probably should) be. . . . The reader may want to revisit some sections for further reflection."
--Educational Leadership

"An excellent book that offers much to the seasoned administrator and should be on the list of required reading for introductory administration classes."
--NASSP Bulletin

Moral Leadership shows how creating a new leadership practice--one with a moral dimension built around purpose, values, and beliefs--can transform a school from an organization to a community and inspire the kinds of commitment, devotion, and service that can make our schools great. Sergiovanni explains the importance of legitimizing emotion and getting in touch with basic values and connections with others. He reveals how true collegiality, based on shared work and common goals, leads to a natural interdepAndence among teachers and shows how a public declaration of values and purpose can help turn schools into virtuous communities where teachers are self-managers and professionalism is considered an ideal.

Table of Contents:

	Preface
	The Author
1	Reinventing Leadership	1
2	What Motivates? What Inspires?	17
3	The Sources of Authority for Leadership	30
4	Substitutes for Leadership	43
5	Creating a State of Flow at Work	57
6	Followership First, Then Leadership	67
7	Collegiality as a Professional Virtue	86
8	The Virtuous School	99
9	Leadership as Stewardship: "Who's Serving Who?"	119
	Epilogue: The Antidote Can Become the Poison	141
	Appendix A. Core Leadership Values: Appleton, Wisconsin, School District	145
	Appendix B. A Vision for the School System in the Year 2000: Peel Board of Education, Ontario	151
	Appendix C. Our Values: Center for Creative Leadership, Greensboro, North Carolina	153
	Appendix D. Reflections on a Democratic Structure for Leadership in New Schools	156
	References	159
	Index	167

New interesting textbook: Multinational Management or Baldrige Users Guide

Achieving Excellence in the Management of Human Service Organizations

Author: Peter Kettner

This book attempts to create an integrated model for management and administrative practice in the management of human service organizations. The book presents a theoretical foundation for human services management and identifies the major roles and responsibilities of the manager/administrator.

To date, management books have identified problems in organizational functioning and described how systems should work. This book goes beyond description. First, it identifies themes that serve as guidelines to insure internal consistency within the organization. Then it proposes what managers need to do to put their organizations back on track toward excellence. The overall emphasis is on how to get employees to perform at their optimum levels to insure organizational efficiency, effectiveness, quality and productivity.

For people in Human Services Management and Social Work Administration/ Management.

Table of Contents:

	Preface
Pt. I	Developing a Theory and Philosophy of Management	1
1	Perspectives on Excellence in Management	1
2	Developing a Theory for the Management of Human Service Organizations	15
Pt. II	Managing the Organization	63
3	Understanding the Organization from a Systems Perspective	63
4	Using Structure to Facilitate and Support Achievement of the Agency's Mission	86
5	Using Job and Work Design Creatively to Achieve Maximum Employee Performance	110
6	Promoting Excellence Through Well-Designed Motivation and Reward Systems	128
Pt. III	Managing Data, Information, and Finances	157
7	Using Data and Information to Achieve Excellence	157
8	Managing Resources to Support Excellence	190
Pt. IV	Managing Human Resources	225
9	Maximizing Organizational Performance through Human Resources Planning	225
10	Using Job Analysis as a Basis for Ensuring Consistency within the Human Resources System	250
11	Strengthening the Organization through Excellent Recruitment, Selection, and Hiring Practices	276
12	Maximizing Employee Potential through Staff Training and Development	300
13	Supervision, Performance Appraisal, Rewards and Termination	326
Pt. V	Monitoring and Evaluating Organizational Effectiveness	361
14	Monitoring and Evaluating Organizational Efforts and Accomplishments	361
	Index	378