Management principles for health professionals / Joan Gratto Liebler, Charles R. McConnell.

Format:

Book

Author/Creator:

Liebler, Joan Gratto.

Contributor:

McConnell, Charles R.

Language:

English

Subjects (All):

Health services administration.

Management.

Health Services Administration.

Health Facility Administration.

Health Personnel--organization & administration.

Medical Subjects:

Health Services Administration.

Health Facility Administration.

Health Personnel--organization & administration.

Physical Description:

x, 560 pages : illustrations ; 23 cm

Edition:

Fourth edition.

Place of Publication:

Sudbury, Mass. : Jones and Bartlett Publishers, 2004.

Summary:

Now in its fourth edition, Management Principles for Health Professionals has been completely revised and updated to better prepare students for their future roles as health care managers. The customary activities of the manager -- planning, decision-making, 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.

Contents:

Part I The Health Professional's Modern Arena

Chapter 1 The Changing Scene: Organizational Adaptation and Survival 1

The Changing Health Care Scene 1

Regulation of the Health Care Industry 2

The Managed Care Era 4

Capitation: A Logical Progression? 7

Provider Growth: Mergers and Affiliations 8

The Virtual Enterprise 9

Impact of Technology 10

Social and Ethical Factors 11

Introducing Organizational Survival Strategies 12

Bureaucratic Imperialism 13

Co-optation 15

Hibernation and Adaptation 17

Goal Succession, Multiplication, and Expansion 18

Organizational Life Cycle 20

Organizational Change 27

Exercise: Becoming a Split-Department Manager 30

Chapter 2 Today's Concept of Organizational Management 33

The Nature of Management: Art or Science? 33

Functions of the Manager 34

The History of Management 37

The Systems Approach 40

Viewing the Work Organization as a Total System 48

Formal Versus Informal Organizations 49

Classification of Organizations 50

Classification of Health Care Organizations 52

Class Bureaucracy 54

Consequences of Organizational Form 56

Management Beyond the Nineties: Integration of Clinical Practice and Management Skills: The Continuing Search for Excellence 60

The Clientele Network 67

Clients 68

Suppliers 70

Advisors 72

Controllers 73

Adversaries 74

Example of Clientele Network for a Physical Therapy Unit 75

Exercise: Identifying and Describing the Management Functions 77

Exercise: Promoting Total Quality Management (TQM) 78

Part II The Management Functions: From Theory to Application

Chapter 3 Planning 83

Planning 83

Characteristics of Planning 84

Participants in Planning 84

Planning Constraints or Boundaries 86

Characteristics of Effective Plans 89

Core Values, Philosophy, and Mission Statements 91

Overall Goals 96

Functional Objectives 97

Policies 100

Procedures 104

Methods 109

Rules 110

Strategic Planning 110

The Plan and the Process 116

Space Renovation and Planning 117

Exercise: Introduction to Strategic Plan Development 117

Exercise: From Intent to Action: The Planning Path 118

Chapter 4 Decision Making 141

Participants in Decision Making 142

Evaluation a Decision's Importance 144

Steps in Decision Making 144

Barriers to Rational Choice 150

Bases for Decision Making 152

Decision-Making Tools and Techniques 152

Health Care Practitioners as Decision Makers 158

How Bad Decisions Get Made 159

Clinical Reasoning 160

Case: Paid to Make Decisions? 161

Exercise: The Troublesome Professional 163

Chapter 5 Organizing 165

The Process of Organizing 166

Fundamental Concepts and Principles 167

The Span of Management 169

Line and Staff Relationships 172

The Dual Pyramid Form of Organization in Health Care 174

Basic Departmentation 175

Specific Scheduling 178

Flexibility in Organizational Structure 178

The Organizational Chart 190

The Job Description 194

The Credentialed Practitioner as Consultant 220

The Independent Contractor 221

Guidelines for Contracts and Reports 221

Exercise: Creating Organization Charts 223

Exercise: Developing a Job Description 223

Chapter 6 Staffing: Recruiting and Retaining Quality Employees 237

The Health Care Labor Market in the Early 21st Century 237

Recruitment 241

Why Do Health Professionals Stay at Their Jobs? 250

Retention Strategies 258

The Professional as a Free Agent 260

Case: The Ultimatum 263

Exercise: Your Recruiting Plan 264

Chapter 7 Directing and Controlling: The Critical Cycle 267

The Basic Control Process 268

Characteristics of Adequate Controls 268

Six Sigma Strategies 269

Benchmarking 271

Tools of Control 273

The Critical Cycle 287

Exercise: The Multiple-Path Flowchart: The Purchasing Request 290

Exercise: Choosing an Adequate Control Mechanism: What Fits Best? 291

Part III Practical Considerations: Keeping the Department Running Smoothly

Chapter 8 Budgeting: Controlling the Ultimate Resource 293

Uses of the Budget 294

Budget Periods 295

Types of Budgets 296

Approaches to Budgeting 299

The Budgetary Process 301

Capital Expenses 305

Supplies and Other Expenses 307

The Personnel Budget 311

Direct and Indirect Expenses 314

Budget Justification 315

Budget Variances 318

The General Audit 320

Exercise: Adjusting the Budget 321

Exercise: Belt-Tightening

More Budget Adjustments 322

Chapter 9 Committees and Teams 327

The Nature of Committees 328

The Purposes and Uses of Committees 331

Limitations and Disadvantages of Committees 335

Enhancement of Committee Effectiveness 336

The Committee Chairperson 341

Committee Member Orientation 344

Minutes and Proceedings 347

Where Do Teams Fit In? 353

As Employee Involvement Increases 356

Employee Teams and Their Future 356

Exercise: Committee Structures 360

Case: The Employee-Retention Committee Meeting 360

Chapter 10 Adaptation, Motivation, and Conflict Management 365

Adaptation and Motivation 365

Patterns of Accommodation 368

Practical Strategies for Employee Motivation 371

Appreciative Inquiry 374

Conflict 376

Organizational Conflict 377

The Labor Union and the Collective Bargaining Agreement 385

Case: A Matter of Motivation: The Delayed Promotion 386

Case and Exercise: Charting a Course for Conflict Resolution: "It's a Policy" 387

Chapter 11 Training and Development: The Backbone of Motivation and Retention 405

Employee Development 406

Orientation 407

Training 408

Mentoring 416

Exercise: What to Do When Budget Cutting Threatens? 422

Case: The Department's "Know-It-All" 422

Chapter 12 Authority, Leadership, and Supervision 433

The Concept of Power 434

The Concept of Influence 435

The Concept of Formal Authority 435

The Importance of Authority 436

Sources of Power, Influence, and Authority 437

Restrictions on the Use of Authority 443

Importance of Delegation 444

Leadership 445

Orders and Directives 452

Discipline 454

Case: Authority and Leadership

Rising from the Ranks 457

Case: Discipline and Documentation

Here She Goes Again 458

Chapter 13 Human Resource Management: A Line Manager's Perspective 469

"Personnel" Equals People 470

A Vital Staff Function 470

A Service of Increasing Value 471

Learning About Your Human Resources Department 473

Putting the Human Resources Department to Work 478

Wanted: Well-Considered Input 481

Understanding Why as Well as What 482

Legal Guides for Managerial Behavior 483

Emphasis on Service 491

Case: With Friends Like This 491

Case: The Managerial "Hot Seat" 492

Chapter 14 Communication: The Glue That Binds Us Together 495

A Working Definition 496

Personal and Small Group Communication 496

Communication in Organizations 502

Case: The Long, Loud Silence 509

Case: Your Word Against His 510

Chapter 15 Day-to-Day Management for the Health Professional-as-Manager 513

The Health Professional-as-Manager 514

The Professional Managing the Professional 521

Case: Professional Behavior

The Bumping Game 536

Case: Delegation Difficulties

The Ineffective Subordinate 538.

Notes:

Includes bibliographical references and index.

ISBN:

0763733202

OCLC:

53325219