| Preface to the Third Edition |
| Author |
| The Basics of Managing a Laboratory Animal Facility / 1： |
| A Definition of Management |
| Are You a Manager? |
| Are You a New Manager? |
| "Levels" of Management |
| Resources Managers Have |
| Human Resources |
| Fiscal Resources |
| Capital Resources |
| Information Resources |
| Time |
| Efficiency and Effectiveness |
| What Do Managers Do? |
| Roles of a Manager |
| A Manager Makes Decisions |
| A Manager Plans / 2： |
| A Manager Organizes / 3： |
| A Manager Directs / 4： |
| A Manager Controls / 5： |
| Organizational Mission: The Big Picture |
| Goals |
| Mission Statement |
| Hypothetical Mission Statements: Are They Adequate? |
| Actual Mission Statements of Various Organizations |
| Fulfilling Your Organization's Mission |
| Vision Statement |
| Strategic Planning and Long-Range Goals |
| The Need to Balance Long-Range and Short-Range Goals |
| Reevaluating Goals and Plans |
| Developing and Measuring Productivity Goals and Strategies |
| Final Thoughts and a Summary of This Chapter |
| References |
| The Organizational Environment |
| Organizational Culture |
| Changing the Organizational Culture |
| External Environment of Your Company |
| Social Environment |
| Politico-Economic Environment |
| Physical Environment |
| Information and Technical Environment |
| Relating Your Goals to Your Organization's Goals |
| The Management of Human Resources |
| Communications |
| Verbal Communication |
| Communicating with People from Different Cultures |
| Written Communication |
| Keep Communications as Open as Is Practical |
| Sounds of Silence |
| Listening and Feedback |
| Selective Listening |
| Difficult Conversations |
| Another Difficult Conversation: Performance Reviews |
| 360-Degree Feedback |
| The Most Difficult Conversation of All: Apologizing |
| Difficult People |
| Consider Having an SOP for Difficult Conversations |
| Communicating with Your Own Supervisor |
| Accommodating Your Boss's Management Style |
| Management Styles |
| Individual Management Styles |
| Trust |
| Supporting Your Staff |
| Building Trust through Listening |
| Motivation |
| Basic Requirements for Keeping Your Staff Motivated |
| Keeping Motivation High: Tangible and Intangible Rewards |
| Intangible Rewards |
| Tangible Rewards |
| Quality Output Should Be Expected |
| Promotion as a Tangible Reward and Motivator |
| Promoting Employees When Promotion Opportunities Are Limited |
| Keeping Your Star Performers |
| Quick Summary about Motivation (and Demotivation) |
| Keeping Motivation High: Setting Goals with Individuals |
| Influencing People to Accomplish Goals |
| Motivation and Entitlement |
| Morale |
| General Comments |
| Fitting the Person to the Job |
| Morale and Organizational Conflict |
| Bridging the Generational Gap |
| Allowing Employees to Solve Problems: Empowerment through Self-Managed Work Teams |
| Resistance to Change |
| Negotiation |
| Interacting with Highly Educated People: Managing the Unmanageable? |
| Final Thoughts |
| Thanks for the Advice, but I've Tried It All and Nothing Seems to Work |
| People Are Our Most Important Resource |
| Managing Financial Resources |
| How Money Is Allocated for Animal Purchases |
| Profit-Making Organizations |
| Not-for-Profit Organizations |
| How Money Is Obtained for Animal Care |
| Other Sources of Income for Animal Facilities |
| Budgets |
| Types of Budgets |
| Information Needed to Plan a Budget |
| Reviewing Programs and Operations |
| Working with a Zero-Based Budget |
| How to Calculate Per Diem Rates |
| Management Control of Budgets |
| Inventory and Inventory Control |
| Animal Census and Its Use in Billing |
| Other Financial Control Systems |
| What Do I Do If I'm Told to Cut My Budget? |
| Management of Information Resources |
| General Aspects of Information Management |
| Six Characteristics of Managed Information |
| Information Should Be Relevant |
| Information Should Not Be Excessive or Insufficient |
| Information Should Be Timely |
| Information Should Reach the People Who Need It |
| Information Should Be Cost-Effective |
| Information Should Be Used / 6： |
| Information Commonly Needed by Animal Facility Managers |
| Organizing and Retrieving Information with Computers |
| Time Management |
| General Considerations in Time Management |
| Thinking about Work Processes |
| Recording Time Usage |
| Utilizing Time Records |
| Maximizing Time Usage |
| Scheduling Your Day |
| Do You Need Time for Planning? |
| Meetings |
| Spontaneous Meeting Dilemma |
| Paperwork and Reading Material |
| Delegation |
| Returning Delegated Problems Back to the Manager |
| Leadership / 7： |
| Are Managers and Leaders the Same Person? |
| Do We Need Managers or Leaders for Animal Facilities? |
| Are You a New Leader? |
| Quick Summary |
| Framing a Situation |
| Managers versus Leaders |
| Authority of Leaders |
| A Leader's Personality Traits |
| Nonpersonality Characteristics of a Leader |
| How Leaders Use Advice |
| Getting Good Advice |
| Preventing Bad Advice |
| Recognizing a Bad Advisor |
| Leadership Effectiveness |
| Moving Up the Leadership Ladder |
| Leadership Succession |
| Tying Together Leadership and Management to Accomplish Goals |
| Productivity Goals and Measurements / Appendix 1： |
| Setting Per Diem Rates / Appendix 2： |
| Hiring the Right People / Appendix 3： |
| Training and Mentoring / Appendix 4： |
| Index |
| Preface to the Third Edition |
| Author |
| The Basics of Managing a Laboratory Animal Facility / 1： |
| A Definition of Management |
| Are You a Manager? |
| Are You a New Manager? |
