Dunn and Haimann's Healthcare Management

ISBN-10: 1567933580

ISBN-13: 9781567933581

Edition: 9th 2010

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Managing in a healthcare organization requires fine-tuned skills. Charged with "getting things done," managers are at the center of all the changes affecting healthcare delivery. Dunn and Haimann's Healthcare Management will help readers gain the skills they need to motivate their teams to meet increasing demands. The book uses the functions of management-planning, organizing, staffing, influencing, and controlling-as the primary framework for explaining the supervisor role. The details of each function are explained and illustrated with examples of common situations. The concept of authority is also weaved throughout the book. This new edition includes: # Additional material on ethics and ethical decision making # Additional contemporary management theory including the Parity Principle and Role Theory # Expanded coverage of hiring and managing a diverse workforce # Updated information about labor regulations, unions, and grievances # The supervisor's role in regard to medical identity theft and e-discovery # New tools and templates, including a sample telecommuting agreement # Updated charts and figures and additional reading suggestions
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Book details

List price: $105.00
Edition: 9th
Copyright year: 2010
Publisher: Health Administration Press
Publication date: 7/1/2010
Binding: Hardcover
Size: 7.25" wide x 10.00" long x 1.75" tall
Weight: 3.630
Language: English

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