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| Preface | |
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| Stepping into Management | |
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| The Supervisor's Job, Roles, Functions, and Authority | |
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| The Healthcare Perspective | |
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| The Demands of the Supervisory Position | |
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| The Managerial Aspects of the Supervisory Position | |
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| The Meaning of Management | |
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| Managerial Skills and Technical Skills | |
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| Managerial Functions and Authority | |
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| Expect Surprises | |
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| Benefits of Better Management | |
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| The Theories and History of Management | |
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| Industrial Revolution (1700s-1800s) | |
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| Classical School (1800s-1950s) | |
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| Human Relations Movement (1930-Present) | |
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| Human Resources School (1950-Present) | |
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| Contemporary Management Theories (1940s-Present) | |
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| Connective Processes | |
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| Decision Making | |
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| Programmed and Non-Programmed Decisions | |
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| The Importance of Decision-Making Skills | |
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| Coordinating Organizational Activities | |
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| The Meaning of Coordination | |
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| Coordination and Cooperation | |
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| Difficulties in Attaining Coordination | |
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| Coordination and Managerial Functions | |
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| Coordination and Decision Making | |
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| Coordination and Communication | |
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| Dimensions of Coordination | |
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| Communicating | |
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| The Nature of Communication | |
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| Communication Network | |
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| Formal Channels | |
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| Communication Media | |
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| The Manager's Role in Communication | |
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| Barriers to Communication | |
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| Overcoming Barriers to Improve Communication Effectiveness | |
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| The Grapevine: The Informal Communication Network | |
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| Legal Aspects of the Healthcare Setting | |
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| Liability | |
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| Personnel-Related Regulations | |
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| Planning | |
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| Managerial Planning | |
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| The Nature of Planning | |
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| Forecasting Future Trends | |
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| Supervisory Forecasts | |
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| Benefits of Planning | |
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| The Strategic Planning Process | |
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| The Use of Objectives in Planning | |
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| Monitoring the Effectiveness of the Strategic Plan | |
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| Tactical Considerations in Planning | |
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| The Supervisor as a Change Agent | |
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| Planning Strategies | |
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| Planning Tools | |
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| Policies | |
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| Procedures | |
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| Methods | |
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| Rules | |
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| Work Simplification | |
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| Organizational Manuals | |
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| Programs and Projects | |
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| Budgets | |
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| Time Management Techniques | |
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| Use of Time | |
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| Time-Use Chart | |
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| Managing the Employees' Time | |
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| Organizing | |
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| Fundamental Concepts of Organizing | |
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| Formal Organization Theory | |
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| Authority and Span of Control | |
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| Authority | |
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| Line of Staff | |
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| Span of Management | |
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| Division of Work and Departmentalization | |
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| Division of Work or Job Specialization | |
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| Departmentalization | |
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| Organizing at the Supervisory Level | |
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| Departmental Organizational Structure | |
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| Organization and Personnel | |
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| Organizational Design | |
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| Organizational Charts | |
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| Delegation of Authority | |
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| The Meaning of Delegation | |
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| The Scalar Chain (Chain of Command) | |
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| Unity of Command | |
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| The Process of Delegation | |
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| Availability of Trained Subordinates | |
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| Selecting a Backup | |
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| Recognition | |
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| Equality of the Three Essential Parts | |
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| Centralization-Decentralization Continuum | |
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| Achieving Delegation of Authority | |
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| Organizational Maturity | |
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| Delegation and General Supervision | |
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| Advantages and Disadvantages of Delegation | |
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| Process of Reorganization and Tools to Improve the Process | |
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| Reorganization Concepts and Tools | |
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| Reorganization Vocabulary | |
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| The Supervisor's Role in Quality Management | |
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| What Is Quality? | |
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| An Example of Six Sigma | |
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| Six Sigma vs. Lean vs. Kaizen | |
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| Reengineering | |
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| Downsizing and Rightsizing | |
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| Recentralization of Authority | |
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| Committees as an Organizational Tool | |
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| The Nature of Committees | |
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| Functions of Committees | |
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| Benefits of Committees | |
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| Disadvantages of Committees | |
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| The Effective Operation of a Committee | |
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| The Committee Meeting | |
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| The Informal Organization | |
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| The Genesis of the Informal Group | |
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| Benefits Derived from Groups | |
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| The Informal Organization | |
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| The Supervisor and the Informal Organization | |
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| Staffing: Human Resources Management | |
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| The Staffing Process | |
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| The Staffing Function and the Human Resources Department | |
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| Staffing and Legal Implications | |
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| Functional Authority and the Human Resources Department | |
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| The Supervisor's Staffing Function | |
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| The Organizing Side of Staffing | |
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| The Selection Process | |
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| Interviews | |
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| The Employment Interview | |
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| Evaluating the Applicant | |
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| Testing the Applicant | |
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| Diversity | |
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| Making the Decision | |
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| Performance Appraisals and Position Changes | |
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| The Performance Appraisal System | |
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| Performance Appraisal Methods | |
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| Performance Appraisal Purposes | |
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| Mentoring, Skill Building, and Succession Planning | |
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| Timing of Appraisals | |
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| Who is the Appraiser? | |
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| Performance Rating | |
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| Preparing for the Interview | |
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| The Appraisal Interview | |
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| Proper Wages, Salaries, and Benefits | |
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| Promotion | |
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| Influencing | |
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| Giving Directives and Managing Change | |
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| Characteristics of Good Directives | |
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| Directing Techniques | |
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| Explaining Directives | |
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| General Supervision Compared with No Supervision | |
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| Team Management | |
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| Change and Influencing | |
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| Leadership | |
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| Leadership Theories | |
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| Leadership Roles | |
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| Leadership Style | |
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| Energizing Staff | |
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| Diversity | |
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| Social Responsibility | |
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| Motivation | |
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| Theories of Motivation | |
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| Model of Motivational Processes | |
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| Perceptions, Values, and Attitudes | |
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| Modifying Motivational Techniques | |
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| Working with the Generations and Diversity | |
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| Morale | |
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| The Nature of Morale | |
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| The Level of Morale | |
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| Factors Influencing Morale | |
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| The Supervisor's Role | |
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| The Third Shift | |
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| The Effects of Morale | |
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| Assessing Current Morale | |
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| Discipline | |
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| Organizational Discipline | |
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| When Discipline Is Warranted | |
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| The Supervisor's Dilemma | |
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| The "Red-Hot Stove" Approach | |
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| Discipline Without Punishment | |
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| Right of Appeal | |
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| Controlling | |
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| Fundamentals of Control and the Controlling Function | |
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| The Nature of Control | |
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| Human Reactions to Control | |
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| The Supervisor and Control | |
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| Anticipatory Aspect of Control | |
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| Control Systems | |
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| The Feedback Model of Control | |
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| The Closeness of Control | |
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| Basic Requirements of a Control System | |
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| The Supervisor's Role in the Control Function | |
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| Benchmarking | |
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| Budgetary and Other Control Techniques | |
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| The Nature of Budgeting and Budgetary Control | |
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| The Supervisor's Concern About Budgeting | |
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| Numerical Terms in Budgeting | |
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| Making the Budget | |
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| Participation in Traditional Budgeting | |
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| Budgeting Approaches | |
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| Types of Budgets | |
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| Preparing the Budget | |
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| Other Budget Considerations | |
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| Additional Controls | |
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| Labor Relations | |
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| The Labor Union and the Supervisor | |
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| The Nuances of Unions | |
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| Unionization and Labor Negotiations | |
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| The Supervisor and the Shop Steward | |
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| Employee-Friendly Legislation | |
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| Handling Grievances | |
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| The Shop Steward's Role | |
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| The Supervisor's Role | |
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| Non-unionized Organizations | |
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| Emerging Influences in Healthcare | |
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| The Force of Change | |
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| Changing Occupations | |
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| Changing Consumers and Satisfaction | |
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| Changing Technology and Medicine | |
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| Changing Economics | |
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| Changing Policies and Regulations | |
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| Changing Staff Issues | |
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| Changing Communication Methods | |
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| Changing Our Cost Structure Through Collaboration to Achieve Quality | |
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| A Final Word | |
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| Glossary | |
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| References | |
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| Index | |
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| About the Author | |