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