Subject(s): Management -- Welfare work -- Setting the tone of the organization : Leading the organization, dynamic interaction, manager and situation, flawed leadership styles, leadership competencies, diagnosing your leadership style -- Culture of a productive organization : Cultural framework, job ownership as a central value, primacy of a consumer as a central value, work quality as a central value, communicating the organization's values -- Getting things done : Strategic planning, planning strategically to embrace change, developing strategic planning process. steps in developing a strategic planning process, implementing action plans, anticipating unintended consequences, handling handling resistance to change, initiating and implementing pilot projects, contingency planning, working out the details of a plan, implementing task assignments, timeline chart, problem solving -- Interacting with staff : Making meetings productive, making meeting productive, considering whether or not to hold a meeting, time management, using group process to generate ideas, task forces, recording the meeting process, role of leaders, communication and conflict, factors that interface with good communication, handling conflict, persuasive communications, ways to improve communication, supervising staff, multiple lives of the manager, delegating assignments, applying motivational theories, elements of good supervision -- Review- Assessing and rewarding performance : Appraising staff performance, compensating work and rewarding performance, job classification pay system, skill based pay system, pay for performance, unit and organization wide pay plans, gain sharing plans, impact of a monetary reward, symbolic rewards -- Enhancing employees productivity : Time management, factors affecting time management, procrastination, getting and keeping productive employees, developing staff, dealing with unproductive employees, humanizing the organization