Social Enterprise Management

Description

Book description:

• Author's name: A. Dr. Ahmed Ibrahim Hamza

• Number of pages: 280 pages

• The subject of the book: Social Enterprise Management

The contents of the book:

1. Chapter one: The evolution of managerial thought and the concept of management in social work

• Introduction
• First: The Evolution of Management Thought

• In ancient civilizations
• In early Islam
• in Western Civilization

• II: The importance of management in developing societies

• Management is responsible for accomplishing the goals of society and working for its progress
• Management is responsible for creating change in society
• Management is essential to address scarcity
• Management achieves efficient economic utilization of the elements of production
• Management Social Responsibility

• III: The concept of management in social work

• Analyze previous concepts

• IV: Characteristics of social management
• V: The importance of studying management for the social worker
• References for Chapter One

1. Chapter two: Introducing Social Organizations

• Introduction
• I: Defining what organizations are

• Organizations' relationship with society
• Different trends in the study and conceptualization of the organization
• The organization's requirements to achieve its goals

• II: Defining what social organizations are

• Dependency-based partitioning
• Size-based segmentation
• Segmentation based on organizational complexity
• Segmentation by customer type
• The division based on the organization's social service status
• Classification of Community Social Organizations

• III: Basic differences between governmental and private social organizations

• In terms of funding
• In terms of employment
• In terms of flexibility
• In terms of spending
• In terms of the organization's audience and customers
• In terms of organizational structure
• In terms of decision-making
• In terms of membership and volunteering
• In terms of development and innovation
• In terms of policy

• References for Chapter Two

1. Chapter Three: Management planning

• I: The concept of management planning
• II: Importance of Management Planning
• III: Management Planning Steps

• Setting goals
• Identify alternatives to achieve the plan's goal
• Evaluate alternatives to choose the best alternative
• Choosing the best alternative

• IV: Planning hierarchy at the level of the overall organization
• V: The relationship between planning at the state level and planning at the public organization level
• VI: Basic Principles of Management Planning
• VII: Some issues and concerns related to planning at the level of the overall organization

• The relationship between planners and implementers
• Accuracy of plan predictions and controllability of execution variables

• VIII: Management Planning Success Factors
• References for Chapter Three

1. Chapter four: Administrative organization

• First: The evolution of organization theories

• Traditional theory
• Humanistic Theory (Human Relations)
• Modern theory

• II: The concept of administrative organization
• III: Elements of Administrative Organization

• Setting goals
• Division of labor
• Management hierarchy (defining management levels)
• Scope of supervision
• Organizational structure

• References for Chapter Four

1. Chapter V: Employment

• Introduction
• I: The concept of employment
• II: Manpower Characteristics

• Productivity is about behavior, not material possessions
• Motivation by carrots and sticks, not coercion and intimidation
• The human ability to control and dominate
• Human Social Tendencies
• Human evolution and development is an intrinsic process
• The human capacity for change and acceptance is immense

• III: Stages of employment

• Identify the organization's manpower needs
• Attracting the right people for the job
• Selecting the best fit for the job
• Appointment

• References for Chapter 5

1. Chapter Six: Training

• Introduction
• I: The concept of training
• II: Importance of training
• III: Types of training

• Pre-employment training
• On-the-job training

• IV: Training methods

• Lecture
• Panel discussions
• Seminar
• Field visits

• V: Training supports

• Scientific measurement of training needs
• Training Curriculum Planning
• Trainer
• What you need to do
• Incentives

• VI: Terms of the training program
• VII: Obstacles to training
• References for Chapter Six

1. Chapter Seven: Guidance and control

• Introduction
• First: The Mentoring Function

• Orientation concept
• Orientation goals
• Conditions for good mentoring

• Second: The Oversight Function

• The concept of control
• Importance of control
• Types of control
• Steps of the regulatory process
• Oversight methods and tools

• References for Chapter 7

1. Chapter VIII: Decision-making

• Introduction
• First: What is the decision
• II: The concept of “making” and “taking” a decision
• III: Decision-making process
• IV: Decision-making methods
• V: Stages of decision-making
• VI: Types of decisions

• Personal and organizational decisions
• Key Decisions and Routine Decisions
• Individual and collective decisions
• Decisions under conditions of certainty, risk, and uncertainty

• VII: Group Decision Making

• Effectiveness
• Sufficiency
• Participant satisfaction

• VIII: Administrative Issues in Decision Making

• Health and safety of the decision
• Decision environment
• The right time to decide
• Psychological Factors in Decision Making
• Extent of participation in decision-making

• IX: Decision-making situations and situations

• The state of complete certainty
• Risk status
• Uncertainty
• Unassigned (undefined)

• References for Chapter 8

1. Chapter IX: Finance and budget

• Introduction
• First: Basic concepts

• Financial management
• Funding
• Budget

• II: Budgeting in Governmental Organizations
• III: Budgeting in NGOs
• Chapter 9 References

1. Chapter Ten: Administrative leadership

• Introduction
• I: The concept of leadership
• II: Administrative leadership

• Elements of managerial leadership

• III: Personal characteristics and traits of a leader

• Subordinates' trust and acceptance

• IV: Theories of leadership

• Leadership Qualities Theory
• Behavioral theories
• Theory of attitudes

• V: The relationship of leadership to management, presidency and authority

• Leadership and management
• Leadership and presidency
• Leadership and power

• VI: Managerial Leadership Styles

• Leadership and participation

• VII: Factors that govern the choice of a particular leadership style

• Manager-related powers
• Power related to subordinates
• Position-related forces

• Chapter 10 References

1. Chapter Eleven: The relationship between management and the environment

• Introduction
• First: The importance of studying the ecology of management
• II: Mutual impact between the organization and the environment

• Impact of the environment on the organization
• The organization's impact on the external environment

• III: Conclusion
• Chapter 11 References

1. Chapter Twelve: Communication in the management of social welfare organizations

• Introduction
• First: What is the connection

• Sender
• Message
• Means
• The future
• Response (or feedback)
• Connection environment

• II: The importance of communications to the organization
• III: The importance of communication for management and the manager

• Communication between manager and subordinates
• Lateral communication between colleagues or between organizational units at the same level
• Communication between subordinates and superiors

• IV: Communication goals
• V: Organizational and administrative communications

• Communications from the organization to the staff
• Communications from employees to the organization
• Communications to distinguish the organization's personality and increase loyalty

• VI: Management Communication Success Factors
• VII: Causes of poor communication and how to address them

• Conclusion
• Mixing up the meanings of words
• Perception differences

• VIII: Effective communication
• IX: Analyzing Communication Relationships

• Child's character
• Mature (adult) personality
• Father figure (father)

• Tenth: Defensive behavior in communication
• References for Chapter Twelve

Also browse:

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