John Tropman is Henry J. Meyer Collegiate Professor of Social Work Emeritus at the University of Michigan and Fellow at the American Academy of Social Work and Social Welfare. His research focuses on the organizational elements that create high-performing human service (and other) organizations. Topics of special interest are entrepreneurship, effective group decision making, C-level executives, the problem of executive burnout and flameout, and organizational rewards systems.

"The need for skilled leadership and management in the human service field has never been greater. John Tropman's new Supervision, Management, and Leadership is a critically important resource both for those new to human service leadership and management as well as for seasoned professionals challenged with a rapidly changing political, fiscal, and organizational environment."

• Introduction Part 1: Roles and Positions in OrganizationsChapter 1: The Competence Staircase: From Novice to MaestroChapter 2: What Is Managerial Work?Chapter 3: PSOSBPE: The Managerial Toolkit Part 2: Understanding OrganizationsChapter 4: What Is an Organization?Chapter 5: Components of an OrganizationChapter 6: Community Benefit Organizations Part 3: The People Picture: Five Kinds of People and How to Manage ThemChapter 7: Managing YourselfChapter 8: Managing Subordinates: Building Staff PerformanceChapter 9: Managing Your Boss, Peers, and External Network Part 4: The Product Picture: Accomplishing Jobs, Tasks, and Work Chapter 10: Managing JobsChapter 11: Managing Tasks and ProjectsChapter 12: Managing Work Part 5: Crosscutting Skills: Competence at Any LevelChapter 13: Producing Effective MeetingsChapter 14: Building Effective DecisionsChapter 15: Writing Effective Managerial DocumentsChapter 16: Effective Verbal Communication Part 6: The Executive Edge: Honing and SharpeningChapter 17: Keeping Your Executive EdgeChapter 18: Keeping the Organization's EdgeChapter 19: Hanging On or Moving On: The Perils and Promise of Executive TransitionConclusion Appendix: Glossary of TermsReferencesIndex

John Tropman is Henry J. Meyer Collegiate Professor of Social Work Emeritus at the University of Michigan and Fellow at the American Academy of Social Work and Social Welfare. His research focuses on the organizational elements that create high-performing human service (and other) organizations. Topics of special interest are entrepreneurship, effective group decision making, C-level executives, the problem of executive burnout and flameout, and organizational rewards systems.

"The need for skilled leadership and management in the human service field has never been greater. John Tropman's new Supervision, Management, and Leadership is a critically important resource both for those new to human service leadership and management as well as for seasoned professionals challenged with a rapidly changing political, fiscal, and organizational environment."

• Introduction Part 1: Roles and Positions in OrganizationsChapter 1: The Competence Staircase: From Novice to MaestroChapter 2: What Is Managerial Work?Chapter 3: PSOSBPE: The Managerial Toolkit Part 2: Understanding OrganizationsChapter 4: What Is an Organization?Chapter 5: Components of an OrganizationChapter 6: Community Benefit Organizations Part 3: The People Picture: Five Kinds of People and How to Manage ThemChapter 7: Managing YourselfChapter 8: Managing Subordinates: Building Staff PerformanceChapter 9: Managing Your Boss, Peers, and External Network Part 4: The Product Picture: Accomplishing Jobs, Tasks, and Work Chapter 10: Managing JobsChapter 11: Managing Tasks and ProjectsChapter 12: Managing Work Part 5: Crosscutting Skills: Competence at Any LevelChapter 13: Producing Effective MeetingsChapter 14: Building Effective DecisionsChapter 15: Writing Effective Managerial DocumentsChapter 16: Effective Verbal Communication Part 6: The Executive Edge: Honing and SharpeningChapter 17: Keeping Your Executive EdgeChapter 18: Keeping the Organization's EdgeChapter 19: Hanging On or Moving On: The Perils and Promise of Executive TransitionConclusion Appendix: Glossary of TermsReferencesIndex

John Tropman is Henry J. Meyer Collegiate Professor of Social Work Emeritus at the University of Michigan and Fellow at the American Academy of Social Work and Social Welfare. His research focuses on the organizational elements that create high-performing human service (and other) organizations. Topics of special interest are entrepreneurship, effective group decision making, C-level executives, the problem of executive burnout and flameout, and organizational rewards systems.

"The need for skilled leadership and management in the human service field has never been greater. John Tropman's new Supervision, Management, and Leadership is a critically important resource both for those new to human service leadership and management as well as for seasoned professionals challenged with a rapidly changing political, fiscal, and organizational environment."

• Introduction Part 1: Roles and Positions in OrganizationsChapter 1: The Competence Staircase: From Novice to MaestroChapter 2: What Is Managerial Work?Chapter 3: PSOSBPE: The Managerial Toolkit Part 2: Understanding OrganizationsChapter 4: What Is an Organization?Chapter 5: Components of an OrganizationChapter 6: Community Benefit Organizations Part 3: The People Picture: Five Kinds of People and How to Manage ThemChapter 7: Managing YourselfChapter 8: Managing Subordinates: Building Staff PerformanceChapter 9: Managing Your Boss, Peers, and External Network Part 4: The Product Picture: Accomplishing Jobs, Tasks, and Work Chapter 10: Managing JobsChapter 11: Managing Tasks and ProjectsChapter 12: Managing Work Part 5: Crosscutting Skills: Competence at Any LevelChapter 13: Producing Effective MeetingsChapter 14: Building Effective DecisionsChapter 15: Writing Effective Managerial DocumentsChapter 16: Effective Verbal Communication Part 6: The Executive Edge: Honing and SharpeningChapter 17: Keeping Your Executive EdgeChapter 18: Keeping the Organization's EdgeChapter 19: Hanging On or Moving On: The Perils and Promise of Executive TransitionConclusion Appendix: Glossary of TermsReferencesIndex