The Gerontologist as an Administrator
Both undergraduate and graduate students of gerontology will benefit from using Giordano and Rich's book as a core text for administration courses. Professors of gerontology administration will be relieved at last to have found a work that emphasizes the unique requirements of administrating older adult programs. The authors consider all three service sectors--private, public, and not-for-profit--in addressing those who are now in administration, those who aspire to be administrators, and those who will be surprised someday to be offered administrative responsibilities. Assuming a basic knowledge of gerontology, the text includes a learning experience following each chapter that allows readers to apply their knowledge of the field in a practical manner. Other special features include information on such contemporary challenges as how to use volunteers effectively, how to integrate ethics into programs for older adults, how to involve staff in administrative activities, how to make the most of public relations and fund-raising opportunities, and how to develop special projects.
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Delegate tasks and the appropriate authority . Sources : Adapted from Davidson ( 1978 ) ; Lakein ( 1974 ) ; Umiker ( 1988 ) . pressure . Poorly planned meetings that lack agendas and stray from the focus waste time .
Typically , those in staff positions have only limited final decision - making authority . Staff units in Figure 6.4 are marketing , finance , and human resources . In other organizations , this might include planning and quality ...
These organizations are legally incorporated with boards that meet on a regular basis , and authority is vested in the board of directors . Board authority and activities are described in the articles of incorporation and the bylaws .
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Administering Services to Older Adults
Leadership Theory and Practice
Management Theory and Practice
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