Preface to the Third Edition |
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xiii | |
Author |
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xvii | |
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1 The Basics of Managing a Laboratory Animal Facility |
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1 | (60) |
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A Definition of Management |
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3 | (1) |
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4 | (6) |
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6 | (4) |
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10 | (3) |
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13 | (4) |
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14 | (1) |
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14 | (1) |
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14 | (1) |
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15 | (1) |
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15 | (2) |
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Efficiency and Effectiveness |
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17 | (1) |
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18 | (14) |
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19 | (1) |
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1 A Manager Makes Decisions |
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20 | (6) |
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26 | (2) |
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28 | (1) |
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29 | (1) |
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30 | (2) |
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Organizational Mission: The Big Picture |
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32 | (10) |
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32 | (2) |
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34 | (3) |
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Hypothetical Mission Statements: Are They Adequate? |
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37 | (2) |
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Actual Mission Statements of Various Organizations |
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39 | (1) |
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Fulfilling Your Organization's Mission |
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40 | (2) |
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42 | (5) |
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Strategic Planning and Long-Range Goals |
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47 | (9) |
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The Need to Balance Long-Range and Short-Range Goals |
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53 | (1) |
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Reevaluating Goals and Plans |
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53 | (2) |
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Developing and Measuring Productivity Goals and Strategies |
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55 | (1) |
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Final Thoughts and a Summary of This Chapter |
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56 | (2) |
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58 | (3) |
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2 The Organizational Environment |
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61 | (16) |
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61 | (6) |
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Changing the Organizational Culture |
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65 | (2) |
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External Environment of Your Company |
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67 | (6) |
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68 | (2) |
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Politico-Economic Environment |
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70 | (2) |
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72 | (1) |
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Information and Technical Environment |
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72 | (1) |
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Relating Your Goals to Your Organization's Goals |
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73 | (3) |
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76 | (1) |
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3 The Management of Human Resources |
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77 | (114) |
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78 | (18) |
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79 | (5) |
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Communicating with People from Different Cultures |
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84 | (1) |
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85 | (2) |
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Keep Communications as Open as Is Practical |
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87 | (3) |
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90 | (1) |
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91 | (3) |
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94 | (2) |
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96 | (16) |
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Another Difficult Conversation: Performance Reviews |
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103 | (3) |
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106 | (2) |
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The Most Difficult Conversation of All: Apologizing |
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108 | (1) |
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109 | (1) |
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Consider Having an SOP for Difficult Conversations |
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110 | (2) |
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Communicating with Your Own Supervisor |
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112 | (3) |
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Accommodating Your Boss's Management Style |
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115 | (1) |
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115 | (6) |
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Individual Management Styles |
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118 | (3) |
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121 | (5) |
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124 | (1) |
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Building Trust through Listening |
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125 | (1) |
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126 | (32) |
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Basic Requirements for Keeping Your Staff Motivated |
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127 | (6) |
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Keeping Motivation High: Tangible and Intangible Rewards |
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133 | (1) |
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134 | (2) |
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136 | (4) |
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Quality Output Should Be Expected |
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140 | (2) |
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Promotion as a Tangible Reward and Motivator |
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142 | (3) |
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Promoting Employees When Promotion Opportunities Are Limited |
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145 | (2) |
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Keeping Your Star Performers |
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147 | (1) |
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Quick Summary about Motivation (and Demotivation) |
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148 | (1) |
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Keeping Motivation High: Setting Goals with Individuals |
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149 | (4) |
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Influencing People to Accomplish Goals |
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153 | (4) |
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Motivation and Entitlement |
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157 | (1) |
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158 | (6) |
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158 | (3) |
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Fitting the Person to the Job |
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161 | (1) |
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Morale and Organizational Conflict |
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162 | (2) |
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Bridging the Generational Gap |
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164 | (2) |
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Allowing Employees to Solve Problems: Empowerment through Self-Managed Work Teams |
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166 | (8) |
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174 | (3) |
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177 | (4) |
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Interacting with Highly Educated People: Managing the Unmanageable? |
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181 | (2) |
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183 | (2) |
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Thanks for the Advice, but I've Tried It All and Nothing Seems to Work |
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183 | (1) |
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People Are Our Most Important Resource |
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184 | (1) |
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185 | (6) |
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4 Managing Financial Resources |
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191 | (30) |
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How Money Is Allocated for Animal Purchases |
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193 | (1) |
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Profit-Making Organizations |
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193 | (1) |
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Not-for-Profit Organizations |
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193 | (1) |
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How Money Is Obtained for Animal Care |
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194 | (1) |
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Other Sources of Income for Animal Facilities |
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195 | (1) |
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196 | (17) |
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197 | (2) |
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Information Needed to Plan a Budget |
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199 | (4) |
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Reviewing Programs and Operations |
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203 | (1) |
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Working with a Zero-Based Budget |
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204 | (2) |
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How to Calculate Per Diem Rates |
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206 | (3) |
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Management Control of Budgets |
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209 | (4) |
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Inventory and Inventory Control |
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213 | (4) |
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Animal Census and Its Use in Billing |
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214 | (3) |
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Other Financial Control Systems |
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217 | (2) |
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What Do I Do If I'm Told to Cut My Budget? |
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219 | (1) |
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220 | (1) |
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5 Management of Information Resources |
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221 | (16) |
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General Aspects of Information Management |
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221 | (3) |
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Six Characteristics of Managed Information |
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224 | (7) |
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1 Information Should Be Relevant |
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224 | (1) |
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2 Information Should Not Be Excessive or Insufficient |
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225 | (1) |
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3 Information Should Be Timely |
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226 | (1) |
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4 Information Should Reach the People Who Need It |
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227 | (2) |
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5 Information Should Be Cost-Effective |
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229 | (1) |
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6 Information Should Be Used |
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230 | (1) |
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Information Commonly Needed by Animal Facility Managers |
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231 | (3) |
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Organizing and Retrieving Information with Computers |
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234 | (1) |
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235 | (2) |
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237 | (26) |
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General Considerations in Time Management |
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237 | (4) |
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Thinking about Work Processes |
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241 | (1) |
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242 | (8) |
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244 | (2) |
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246 | (1) |
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246 | (2) |
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Do You Need Time for Planning? |
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248 | (2) |
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250 | (4) |
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Spontaneous Meeting Dilemma |
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253 | (1) |
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Paperwork and Reading Material |
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254 | (1) |
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255 | (5) |
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Returning Delegated Problems Back to the Manager |
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259 | (1) |
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260 | (3) |
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263 | (46) |
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Are Managers and Leaders the Same Person? |
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264 | (4) |
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Do We Need Managers or Leaders for Animal Facilities? |
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267 | (1) |
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268 | (1) |
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269 | (1) |
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270 | (3) |
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273 | (2) |
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275 | (2) |
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A Leader's Personality Traits |
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277 | (6) |
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Nonpersonality Characteristics of a Leader |
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283 | (8) |
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291 | (6) |
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292 | (2) |
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294 | (2) |
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Recognizing a Bad Advisor |
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296 | (1) |
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297 | (2) |
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Moving Up the Leadership Ladder |
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299 | (4) |
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302 | (1) |
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Tying Together Leadership and Management to Accomplish Goals |
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303 | (2) |
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305 | (4) |
Appendix 1 Productivity Goals and Measurements |
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309 | (26) |
Appendix 2 Setting Per Diem Rates |
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335 | (26) |
Appendix 3 Hiring the Right People |
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361 | (18) |
Appendix 4 Training and Mentoring |
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379 | (16) |
Index |
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395 | |