Management Principles for Health Professionals

ISBN-10: 0763746177

ISBN-13: 9780763746179

Edition: 5th 2008 (Revised)

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Description:

Management Principles for Health Professionals is a practical guide fornbsp;new or future practicingnbsp;healthcare managers. The customary activities of the manager-planning, organizing, decision making, staffing, motivating, and budgeting-are succinctly defined, explained, and presented with detailed examples drawn from a variety of health care settings. Students will learn proven management concepts, techniques, models, and tools for managing individuals or teams with skill and ease. nbsp; The Fifth Edition is loaded with all-new examples from real-world healthcare settings. It addresses the most current topics in health care such as patient safety initiatives, the Health Insurance Portability and Accountability Act (HIPAA), revenue recovery efforts, and diversity training. nbsp; Specific Chapter Updates: Chapter 2- NEW! A completely new chapter, concerned largely with the management of change and the manager's role as a change agent. This chapter anchors and complements the balance of the book with significant pertinent examples relevant to what's occurring today in health care. Much has been added concerning addressing change with employees, and developments such as the advent of the Health Insurance Portability and Accountability Act (HIPAA) are addressed in detail. Chapter 6- The chapter entitled Organizing (formerly Chapter 5) has been expanded to include enlarged consideration of outsourcing and information on telecommuting and using temporary workers. Chapter 10- NEW! This revised and reorganized section combines the former Chapter 6 (Staffing: Recruiting and Retaining Quality Employees) and the former Chapter 10 (Adaptation, Motivation, and Conflict Management). Chapter 11- The chapter entitled Training and Development: The Backbone of Motivation and Retention now includes considerable new information about orientation, both all-employee and departmental, including comprehensive orientation checklists. Chapter 14- This revised chapter, Communication: The Glue that Binds Us Together, includes a greatly expanded section on written communication. nbsp; nbsp;
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Book details

List price: $386.85
Edition: 5th
Copyright year: 2008
Publisher: Jones & Bartlett Learning, LLC
Publication date: 8/16/2007
Binding: Paperback
Pages: 552
Size: 6.00" wide x 8.75" long x 1.25" tall
Weight: 1.694
Language: English

Preface
The Changing Scene: Organizational Adaptation and Survival
The Changing Health Care Scene
Regulation of the Health Care Industry
The Managed Care Era
Capitation: A Logical Progression?
Provider Growth: Mergers and Affiliations
The Virtual Enterprise
Impact of Technology
Social and Ethical Factors
Introducing Organizational Survival Strategies
Bureaucratic Imperialism
Co-optation
Hibernation and Adaptation
Goal Succession, Multiplication, and Expansion
Organizational Life Cycle
Exercise: Becoming a Split-Department Manager
Notes
The Challenge of Change
The Impact of Change
The Manager as Change Agent
Review of Successful Change
Change and Resistance to Change
Case: In Need of Improvement?
Today's Concept of Organizational Management
The Nature of Management: Art or Science?
Functions of the Manager
The History of Management
The Systems Approach
Viewing the Work Organization as a Total System
Formal Versus Informal Organizations
Classification of Organizations
Classification of Health Care Organizations
Classic Bureaucracy
Consequences of Organizational Form
The Clientele Network
Clients
Suppliers
Advisers
Controllers
Adversaries
Example of Clientele Network for a Physical Therapy Unit
Exercise: Identifying and Describing the Management Functions
Notes
Planning
Characteristics of Planning
Participants in Planning
Planning Constraints or Boundaries
Characteristics of Effective Plans
Core Values, Philosophy, and Mission Statements
Overall Goals
Objectives
Functional Objectives
Policies
Procedures
Methods
Rules
Project Planning
Strategic Planning
The Plan and the Process
Space Renovation and Planning
Exercise: Introduction to Strategic Plan Development
Exercise: From Intent to Action: The Planning Path
Notes
Appendix 4-A
Appendix 4-B
Decision Making
Definition
Participants in Decision Making
Evaluating a Decision's Importance
Steps in Decision Making
Barriers to Rational Choice
Bases for Decision Making
Decision-Making Tools and Techniques
Health Care Practitioners as Decision Makers
How Bad Decisions Get Made
Case: Paid to Make Decisions?
Exercise: The Troublesome Professional
Notes
Organizing
The Process of Organizing
Fundamental Concepts and Principles
The Span of Management
Line and Staff Relationships
The Dual Pyramid Form of Organization in Health Care
Basic Departmentation
Specific Scheduling
Flexibility in Organizational Structure
The Organizational Chart
The Job Description
The Credentialed Practitioner as Consultant
The Independent Contractor
Guidelines for Contracts and Reports
Exercise: Creating Organizational Charts
Exercise: Developing a Job Description
Appendix 6-A
Appendix 6-B
Improving Performance and Controlling the Critical Cycle
The Continuing Search for Excellence
The Management Function of Controlling
Six Sigma Strategies
Benchmarking
Tools of Control
The Critical Cycle
Exercise: The Multiple-Path Flowchart: The Purchasing Request
Exercise: Choosing an Adequate Control Mechanism: What Fits Best?
Exercise: Promoting Total Quality Management (TQM)
Notes
Budgeting: Controlling the Ultimate Resource
Uses of the Budget
Budget Periods
Types of Budgets
Approaches to Budgeting
The Budgetary Process
Capital Expenses
Supplies and Other Expenses
The Personnel Budget
Direct and Indirect Expenses
Budget Justification
Budget Variances
The General Audit
Exercise: Adjusting the Budget
Sample Operating Budget-Department of Physical Therapy
Exercise: Belt Tightening-More Budget Adjustments
Sample Health Information Department Budget
Committees and Teams
The Nature of Committees
The Purposes and Uses of Committees
Limitations and Disadvantages of Committees
Enhancement of Committee Effectiveness
The Committee Chairperson
Committee Member Orientation
Minutes and Proceedings
Where Do Teams Fit In?
As Employee Involvement Increases
Employee Teams and Their Future
Exercise: Committee Structures
Case: The Employee-Retention Committee Meeting
Notes
Adaptation, Motivation, and Conflict Management
Adaptation and Motivation
Patterns of Accommodation
Theories of Motivation
Practical Strategies for Employee Motivation
Appreciative Inquiry
Conflict
Organizational Conflict
The Labor Union and the Collective Bargaining Agreement
Case: A Matter of Motivation: The Delayed Promotion
Case: Charting a Course for Conflict Resolution: "It's a Policy"
Notes
Appendix 10-A
Training and Development: The Backbone of Motivation and Retention
Employee Development
Orientation
Training
Mentoring
Exercise: What to Do When Budget-Cutting Threatens?
Case: The Department's "Know-It-All"
Note
Appendix 11-A
Authority, Leadership, and Supervision
The Concept of Power
The Concept of Influence
The Concept of Formal Authority
The Importance of Authority
Sources of Power, Influence, and Authority
Restrictions on the Use of Authority
Importance of Delegation
Leadership
Orders and Directives
Discipline
Case: Authority and Leadership: Rising from the Ranks
Case: Discipline and Documentation-Here She Goes Again
Notes
Human Resource Management: A Line Manager's Perspective
"Personnel" Equals People
A Vital Staff Function
A Service of Increasing Value
Learning about Your Human Resource Department
Putting the Human Resource Department to Work
Some Specific Action Steps
Further Use of Human Resources
Wanted: Well-Considered Input
Understanding Why as Well as What
Legal Guides for Managerial Behavior
An Increasingly Legalistic Environment
Emphasis on Service
Case: With Friends Like This
Case: The Management "Hot Seat"
Notes
Communication: The Glue that Binds Us Together
A Complex Process
Communication and the Individual Manager
Verbal (Oral) Communication
Written Communication
Communication in Organizations
Case: The Long, Loud Silence
Case: Your Word Against His
Instructions
Notes
Day-to-Day Management for the Professional-as-Manager
Two Hats: Specialist and Manager
A Constant Balancing Act
The Ego Barriers
The Professional Managing the Professional
Leadership and the Professional
Some Assumptions About People
Style and Circumstances
The Professional and Change
Methods Improvement
Employee Problems
Communication and the Language of the Professional
An Open-Ended Task
Case: Professional Behavior-The Bumping Game
Case: Delegation Difficulties-The Ineffective Subordinate
Note
Index
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