The effective health care supervisor / Charles R. McConnell.

Format:

Book

Author/Creator:

McConnell, Charles R.

Language:

English

Subjects (All):

Health facilities--Personnel management.

Health facilities.

Supervision of employees.

Personnel Administration, Hospital.

Health Facility Administrators.

Personnel Management--methods.

Medical Subjects:

Personnel Administration, Hospital.

Health Facility Administrators.

Personnel Management--methods.

Physical Description:

xv, 477 pages : illustrations ; 26 cm

Edition:

Fifth edition.

Place of Publication:

Gaithersburg, Md. : Aspen Publishers, 2002.

Contents:

Part I The Setting 1

Chapter 1 An Evolving Role in a Changing Environment 3

Situation: Reinventing the Health Care Organization 3

The (Whirl) Winds of Change 4

The Broadest Shifting Paradigms: A Whole New Environment 4

Organizational Priority One: The Bottom Line 5

Then Came Reengineering 6

Can We "Reinvent" the Hospital? 7

The Managed Care "Solution" 7

The Balanced Budget Act of 1997 10

Health Care Paradigms and Their Effects 11

Marketing Health Care 12

The Evolving Role of the Health Care Manager 13

Job Security in the New Environment 19

Chapter 2 Health Care: How Different from "Industry"? 21

Situation: The Case of the Stubborn Employee, or "It Isn't in the Job Description" 21

Process versus Environment 22

Identifying the Real Differences 25

Health Care Settings 27

Implications for Management 28

Returning to "The Stubborn Employee" 30

A Word about Quality 31

External Pressure: An Area of Increasing Concern 31

Your Supervisory Approach 33

Chapter 3 The Nature of Supervision: Health Care and Everywhere 35

Situation: Paid To Make Decisions? 35

Born To Work or Watch? 36

The Supervisor's Two Hats 37

The Peter Principle Revisited 38

The Working Trap 39

Nothing To Do? 40

The Responsibilities of Health Care Management 41

The Nature of Supervision 42

Truly Paid To Make Decisions? 43

Chapter 4 Management and Its Basic Functions 45

Situation: A Tough Day for the New Manager 45

Definitions, Titles, and Other Intangibles 46

Introducing the Management Functions 50

Management Functions in Brief 51

Planning 52

Organizing 54

Directing 55

Coordinating 56

Controlling 56

The Management Functions in Action 56

Emphasis 57

Processes versus People 58

Part II The Supervisor and Self 61

Chapter 5 Delegation and Empowerment: Forming Some Good Habits 63

Situation: Delegation for the Wrong Reasons, or "If You Want Something Done Right..." 63

Taken for Granted 64

The Nature of Delegation 65

What about "Empowerment"? 66

Why Delegate? 67

Failure To Delegate 69

Looking Upward as Well as Downward: The Personal Approach to Delegation 71

The Pattern: The Nuts and Bolts of Delegation 75

"If You Want Something Done Right..." 79

Authority and Responsibility 80

Freedom To Fail 81

Building the Habit 81

Chapter 6 Time Management: Expanding the Day without Stretching the Clock 84

Situation: The Manager and the Sales Representative 84

Time and Time Again 84

The Time Wasters 85

The Time Savers 88

Time Management and Stress Management: Inseparable Activities 94

Time-Wasting Pressures and the Supervisor's Response 95

The Unrenewable Resource 96

Chapter 7 Self-Management and Personal Supervisory Effectiveness 98

Situation: The Case of the Vanishing Day 98

It Starts with You 99

Initiative 100

Barriers to Effectiveness 101

Organization 101

Individual Planning and Goal Setting 103

Stress and the Supervisor 105

Effective Use of Time 108

How Well Are You Suited to the Supervisory Role? 108

Part III The Supervisor and the Employee 117

Chapter 8 Interviewing: Start Strong To Recruit Successfully 119

Exercise: Potential Interview Questions? 119

The Manager and the Interview 120

Candidates: Outside and Inside 121

Preparing for the Interview 122

Guidelines for Questioning 124

The Actual Interview 130

Follow-up 132

Chapter 9 The One-to-One Relationship 135

Situation: The Case of the Employee Who Is "Never Wrong" 135

The Transfer of Meaning 136

The Two-Way Street 138

Barriers to Effective Communication 139

Is Anyone Really "Never Wrong"? 141

Listening 142

Diversity in the One-to-One Relationship 143

Some Guidelines for Effective Interpersonal Communication 145

The Open-Door Attitude 146

Chapter 10 Leadership: Style and Substance 149

Situation: One Boss Too Many 149

Introducing Leadership 150

Patterns of Leadership 150

Some Assumptions about People 152

Style and Circumstances 153

Outmoded Views 154

Leadership's Primary Characteristic 154

Word Play: Leadership versus "Management" 155

Can You Lead "by the Book"? 156

An Employee's View 157

The Visible Supervisor 158

Leading by Default 158

True Leadership 159

Return to: "One Boss Too Many" 159

Chapter 11 Motivation: Intangible Forces and Slippery Rules 162

Situation: Always the Last To Know 162

Satisfaction in Work 163

Demands on the Organization 164

Motivating Forces: The Basic Needs 164

What Makes Them Perform? 168

Money as a Motivator 169

Learn What Motivates Your Employees: Look to Yourself 169

Why the Last To Know? 171

Motivation and the First-Line Manager 172

Chapter 12 Performance Appraisal: Cornerstone of Employee Development 174

Situation: "It's Review Time Again" 174

Appraisal and the Manager 175

The Objectives of Appraisal 176

Traditional Appraisal Methods 177

Common Appraisal Problems 182

Why Appraisal Programs Often Fail 183

What about Jack's Evaluation? 184

Why Appraise at All? 185

Requirements of an Effective Appraisal System 185

The Changing Language of Appraisal 187

Making Performance Appraisal Legally Defensible 188

Standard-Based Appraisal: A Long-Range Target 189

Constructive Appraisal 190

The Appraisal Interview 192

Living with an Existing System 193

A Simple Objective 194

Chapter 13 Criticism and Discipline: Guts, Tact, and Justice 196

Situation: Did He Have It Coming? 196

The Need for Rules 197

Criticism 197

Discipline 201

Coaching: Stopping Trouble before It Starts 206

Guts, Tact, and Justice 207

Chapter 14 The Problem Employee and Employee Problems 209

Situation: What Do We Do about a First-Class Grouch? 209

Is There Such a Person as a "Problem Employee"? 210

Dealing with the Problem Employee 212

Seven Guidelines 213

A Special Case: The Dead-End Employee 214

Absenteeism 216

The Troubled Employee 218

One and the Same? 220

Special Cases: Some Signs of the Times 221

The Real "Problem" 222

Chapter 15 The Supervisor and the Human Resource Department 224

Situation: A Favor or a Trap? 224

"Personnel" Equals People 225

A Vital Staff Function 225

A Service of Increasing Value 226

Learning about Your HR Department 228

Putting the HR Department To Work 232

Wanted: Well-Considered Input 234

Understanding Why as Well as What 235

With Friends Like This 236

Emphasis on Service 237

Part IV The Supervisor and the Task 239

Chapter 16 Ethics and Ethical Standards 241

Situation: Is the Boss Always the Boss? 241

Ethics and the Health Care Manager 242

Medical Ethics: Some of the Issues 243

When Medicine and Business Meet 245

Business Ethics and the Health Care Organization 245

When Codes Clash: Mason versus Green 251

Addressing Ethical Issues 253

The Manager's Responsibility 253

But It Is Everyone's Job 253

Chapter 17 Decisions, Decisions 255

Situation: Deciding under Pressure 255

A Fact of Life 256

The Basic Decision-Making Process 256

Constraints 260

Risk, Uncertainty, and Judgment 263

The No-Decision Option 264

The Range of Decisions 264

Responsibility and Leadership 265

Problem Awareness: Often an Essential Pre-Step 266

No Magic Formula 267

Chapter 18 Management of Change: Resistance Is Where You Find It 268

Situation: Delayed Change of Command 268

The Nature of Change 269

Inflexibility or Resistance? 270

Changing with an Evolving Role 271

Why Resistance? 273

Deadly Delays: Revisiting Mr.

Smith 274

The Supervisor's Approach 275

True Resistance 277

Chapter 19 Communication: Not by Spoken Words Alone 278

Situation: The Wilson Letter or the Agents of Wordiness 278

The Written Word 279

Sources of Help 279

Guidelines for Better Letters and Memos 279

Changing Old Habits 283

Sample Letter 285

Attacking the Agents of Wordiness 287

Other Writing 287

Technology Strikes: When the Letter Is an E-Mail 288

A Matter of Practice 289

Chapter 20 How To Arrange and Conduct Effective Meetings 290

Situation: The Conference 290

"Let's Schedule a Meeting" 292

Management by Committee 293

Types of Meetings 294

Meeting Preparation 295

Leading a Meeting 297

Cleaning Up "The Conference" 300

Use or Abuse? 301

Chapter 21 Budgeting: Annual Task and Year-Long Implications 303

Situation: "What's a Budget Besides Lots of Work I Don't Have Time for?" 303

Introducing the Budget 305

The Total Budget 307

Illustration: The X-Ray Department Expense Budget 310

Staffing and Scheduling Considerations 315

The Budgeting Process 317

"Finished" Is Just Begun 319

Lots of Work? Certainly 322

Control: Awareness Plus Action 324

Chapter 22 Quality and Productivity: Sides of the Same Coin 326

Situation: Caught in the Elevator 326

The Total Quality Movement: "Excellence" All Over Again? 327

Productivity "Recycled" 331

Sides of the Same Coin 337

An "Elevator Speech" 338

Chapter 23 Teams, Team Building, and Teamwork 340

Situation: Can You Build an Effective Team from the "Enemy Camps"? 340

Types of Teams 341

The Project or Employee Team 342

The Departmental Team 349

Team Building and Its Purposes 349

Recognizing Employee Potential 350

The Stages of Team Building 352

The Power of the Team: The Individual 354

Team Building and Leadership Style 355

Guidance for the Team Builder 355

Attitude and Commitment: Everyone's 357

Helen Has Her Work Cut Out for Her 357

Chapter 24 Methods Improvement: Making Work

and Life

Easier 360

Situation: Is There a Better Way To Accomplish This Task? 360

Edison-Plus 361

Room for Improvement 361

At the Center of Total Quality Management 363

The Methods Improvement Approach 363

The Tools and Techniques of Methods Improvement 367

Example: The Information Request 371

An Organized Approach to Methods Improvement 375

The Methods-Minded Attitude 377

Chapter 25 Reengineering and Reduction in Force 379

Situation: Expanding Responsibilities 379

Reengineering: Perception, Intent, and Reality 380

Reduction-in-Force and Beyond 382

Coping with Your Expanding Responsibilities 388

Resistance to Change: Coping with Dramatic Paradigm Shifts 389

Chapter 26 Continuing Education: Your Employees and You 393

Situation: Cross-Training and the Supervisor 393

Why Continuing Education? 394

Commitment 395

Many Options 396

Your Employees 397

An Urgent and Expanding Need 402

Continuing Education and You 405

Your Key Role 406

Chapter 27 The Supervisor and the Law 408

Situation: What Kind of Employee? 408

Legal Guides for Supervisory Behavior 408

The National Labor Relations Act 409

Wage and Hour Laws 412

Affirmative Action and Equal Employment Opportunity 417

Special Concern: Sexual Harassment 422

Who Needs More Rules? 423

Chapter 28 Organizational Communication: Looking Up, Down, and Laterally 425

Situation: The Unrequested Information 425

What Goes Down May Not Come Up 425

Your Role in Organizational Communication 428

The Grapevine 433

Dealing with "The Unrequested Information" 434

Which Way Do You Face? 435

Chapter 29 Unions: Avoiding Them When Possible and Living with Them When Necessary 437

Situation: The Confrontation 437

Can Unionization Be Avoided? 438

Health Care: More and More a Special Case 439

The Supervisor's Position 440

The Organizing Approach 441

Unequal Positions 442

Your Active Role 443

The Bargaining Election 446

If the Union Wins 447.

Notes:

Includes bibliographical references (pages 449-457) and index.

ISBN:

0834220830

OCLC:

48056415