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E-grāmata: Managing the Laboratory Animal Facility

(University of Massachusetts Medical School, Worcester, USA)
  • Formāts: 420 pages
  • Izdošanas datums: 14-Oct-2016
  • Izdevniecība: CRC Press Inc
  • ISBN-13: 9781315352046
  • Formāts - EPUB+DRM
  • Cena: 62,60 €*
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  • Formāts: 420 pages
  • Izdošanas datums: 14-Oct-2016
  • Izdevniecība: CRC Press Inc
  • ISBN-13: 9781315352046

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Praise for the Previous Editions

"The author brings in management wisdom from the world outside laboratory animal medicine and veterinary medicine. As a result, there is a rich mixture of the experience of a seasoned professional and the theoretical framework used by schools of management . I recommend this book to managers and laboratory animal specialists at any stage of their careers." Franklin M. Loew, DVM, PhD, DACLAM, JAVMA, Vol. 222, No. 6, 2003

" This book is a good informational resource for any new manager to the field of laboratory management. The information is presented in a way that will keep your interest and stimulate you to think how it can benefit you and the facility in which you work." Susan K. Cutter, BS, RVT, RLATG, Purdue University, West Lafayette, Indiana, USA, LAMA Review

Written in Jerry Silvermans trademark style, Managing the Laboratory Animal Facility, Third Edition provides the reader with sound management theory and associated management practices that are easy to read, easy to understand, easy to implement, and pertinent to the daily management and leadership of laboratory animal facilities. Maintaining the practical focus of previous editions, this greatly expanded volume presents the critical knowledge needed to help you make efficient and effective use of the key resources that are used every day by vivarium managers people, time, money, and information.

New to the Third Edition

Incorporating the latest developments in management theory and application, the edition contains approximately 100 pages of new and expanded material. This more detailed coverage:











Discusses lean management concepts and practices and their application to laboratory animal science





Adds information on many essential topics, especially in human resources management in its treatment of negotiations, influence, and performance reviews





Provides a large number of revisions and updates to Appendix 2 in its presentation of Per diem calculations Includes an extensive list of references for further study of specialized topics
Preface to the Third Edition xiii
Author xvii
1 The Basics of Managing a Laboratory Animal Facility
1(60)
A Definition of Management
3(1)
Are You a Manager?
4(6)
Are You a New Manager?
6(4)
"Levels" of Management
10(3)
Resources Managers Have
13(4)
Human Resources
14(1)
Fiscal Resources
14(1)
Capital Resources
14(1)
Information Resources
15(1)
Time
15(2)
Efficiency and Effectiveness
17(1)
What Do Managers Do?
18(14)
Roles of a Manager
19(1)
1 A Manager Makes Decisions
20(6)
2 A Manager Plans
26(2)
3 A Manager Organizes
28(1)
4 A Manager Directs
29(1)
5 A Manager Controls
30(2)
Organizational Mission: The Big Picture
32(10)
Goals
32(2)
Mission Statement
34(3)
Hypothetical Mission Statements: Are They Adequate?
37(2)
Actual Mission Statements of Various Organizations
39(1)
Fulfilling Your Organization's Mission
40(2)
Vision Statement
42(5)
Strategic Planning and Long-Range Goals
47(9)
The Need to Balance Long-Range and Short-Range Goals
53(1)
Reevaluating Goals and Plans
53(2)
Developing and Measuring Productivity Goals and Strategies
55(1)
Final Thoughts and a Summary of This
Chapter
56(2)
References
58(3)
2 The Organizational Environment
61(16)
Organizational Culture
61(6)
Changing the Organizational Culture
65(2)
External Environment of Your Company
67(6)
Social Environment
68(2)
Politico-Economic Environment
70(2)
Physical Environment
72(1)
Information and Technical Environment
72(1)
Relating Your Goals to Your Organization's Goals
73(3)
References
76(1)
3 The Management of Human Resources
77(114)
Communications
78(18)
Verbal Communication
79(5)
Communicating with People from Different Cultures
84(1)
Written Communication
85(2)
Keep Communications as Open as Is Practical
87(3)
Sounds of Silence
90(1)
Listening and Feedback
91(3)
Selective Listening
94(2)
Difficult Conversations
96(16)
Another Difficult Conversation: Performance Reviews
103(3)
360-Degree Feedback
106(2)
The Most Difficult Conversation of All: Apologizing
108(1)
Difficult People
109(1)
Consider Having an SOP for Difficult Conversations
110(2)
Communicating with Your Own Supervisor
112(3)
Accommodating Your Boss's Management Style
115(1)
Management Styles
115(6)
Individual Management Styles
118(3)
Trust
121(5)
Supporting Your Staff
124(1)
Building Trust through Listening
125(1)
Motivation
126(32)
Basic Requirements for Keeping Your Staff Motivated
127(6)
Keeping Motivation High: Tangible and Intangible Rewards
133(1)
Intangible Rewards
134(2)
Tangible Rewards
136(4)
Quality Output Should Be Expected
140(2)
Promotion as a Tangible Reward and Motivator
142(3)
Promoting Employees When Promotion Opportunities Are Limited
145(2)
Keeping Your Star Performers
147(1)
Quick Summary about Motivation (and Demotivation)
148(1)
Keeping Motivation High: Setting Goals with Individuals
149(4)
Influencing People to Accomplish Goals
153(4)
Motivation and Entitlement
157(1)
Morale
158(6)
General Comments
158(3)
Fitting the Person to the Job
161(1)
Morale and Organizational Conflict
162(2)
Bridging the Generational Gap
164(2)
Allowing Employees to Solve Problems: Empowerment through Self-Managed Work Teams
166(8)
Resistance to Change
174(3)
Negotiation
177(4)
Interacting with Highly Educated People: Managing the Unmanageable?
181(2)
Final Thoughts
183(2)
Thanks for the Advice, but I've Tried It All and Nothing Seems to Work
183(1)
People Are Our Most Important Resource
184(1)
References
185(6)
4 Managing Financial Resources
191(30)
How Money Is Allocated for Animal Purchases
193(1)
Profit-Making Organizations
193(1)
Not-for-Profit Organizations
193(1)
How Money Is Obtained for Animal Care
194(1)
Other Sources of Income for Animal Facilities
195(1)
Budgets
196(17)
Types of Budgets
197(2)
Information Needed to Plan a Budget
199(4)
Reviewing Programs and Operations
203(1)
Working with a Zero-Based Budget
204(2)
How to Calculate Per Diem Rates
206(3)
Management Control of Budgets
209(4)
Inventory and Inventory Control
213(4)
Animal Census and Its Use in Billing
214(3)
Other Financial Control Systems
217(2)
What Do I Do If I'm Told to Cut My Budget?
219(1)
References
220(1)
5 Management of Information Resources
221(16)
General Aspects of Information Management
221(3)
Six Characteristics of Managed Information
224(7)
1 Information Should Be Relevant
224(1)
2 Information Should Not Be Excessive or Insufficient
225(1)
3 Information Should Be Timely
226(1)
4 Information Should Reach the People Who Need It
227(2)
5 Information Should Be Cost-Effective
229(1)
6 Information Should Be Used
230(1)
Information Commonly Needed by Animal Facility Managers
231(3)
Organizing and Retrieving Information with Computers
234(1)
References
235(2)
6 Time Management
237(26)
General Considerations in Time Management
237(4)
Thinking about Work Processes
241(1)
Recording Time Usage
242(8)
Utilizing Time Records
244(2)
Maximizing Time Usage
246(1)
Scheduling Your Day
246(2)
Do You Need Time for Planning?
248(2)
Meetings
250(4)
Spontaneous Meeting Dilemma
253(1)
Paperwork and Reading Material
254(1)
Delegation
255(5)
Returning Delegated Problems Back to the Manager
259(1)
References
260(3)
7 Leadership
263(46)
Are Managers and Leaders the Same Person?
264(4)
Do We Need Managers or Leaders for Animal Facilities?
267(1)
Are You a New Leader?
268(1)
Quick Summary
269(1)
Framing a Situation
270(3)
Managers versus Leaders
273(2)
Authority of Leaders
275(2)
A Leader's Personality Traits
277(6)
Nonpersonality Characteristics of a Leader
283(8)
How Leaders Use Advice
291(6)
Getting Good Advice
292(2)
Preventing Bad Advice
294(2)
Recognizing a Bad Advisor
296(1)
Leadership Effectiveness
297(2)
Moving Up the Leadership Ladder
299(4)
Leadership Succession
302(1)
Tying Together Leadership and Management to Accomplish Goals
303(2)
References
305(4)
Appendix 1 Productivity Goals and Measurements 309(26)
Appendix 2 Setting Per Diem Rates 335(26)
Appendix 3 Hiring the Right People 361(18)
Appendix 4 Training and Mentoring 379(16)
Index 395
Jerald Silverman, DVM, is director of the Department of Animal Medicine and professor of pathology at the University of Massachusetts Medical School. He is also an adjunct professor at the Cummings School of Veterinary Medicine at Tufts University. He received his degrees in vertebrate zoology and veterinary medicine from Cornell University and has a masters degree in nonprofit organization management from the New School for Social Research. Dr. Silverman is a Diplomate of the American College of Laboratory Animal Medicine and past president of the American Society of Laboratory Animal Practitioners.