The Effective Health Care Supervisor

by McConnell, Charles R.; Lass, Gene

• ISBN13: 9780834220836
• ISBN10: 0834220830
• Edition: 5th
• Format: Paperback
• Copyright: 2002-01-01
• Publisher: Jones & Bartlett Pub

Summary

Text, for students and professionals, includes practical applications of management principles in the healthcare setting. New and revised sections cover managed care, time and stress management, coaching, sexual harassment, motivating employees, ethics, teams and teamwork, and coping with responsibilities. Previous edition: c1997. Softcover. DNLM: Personnel Admin.

Author Biography

Charles R. McConnell retired following 18 years in health care human resource management with the affiliated organizations of ViaHealth, Rochester, New York; 11 years as a senior consultant with the Management and Planning Services (MAPS) division of the Hospital Association of New York State; and a prior career in industrial engineering

Table of Contents

Preface	xiii
PART I---THE SETTING	1	(60)
An Evolving Role in a Changing Environment	3	(18)
Situation: Reinventing the Health Care Organization	3	(1)
The (Whirl)Winds of Change	4	(1)
The Broadest Shifting Paradigms: A Whole New Environment	4	(1)
Organizational Priority One: The Bottom Line	5	(1)
Then Came Reengineering	6	(1)
Can We ``Reinvent'' the Hospital?	7	(1)
The Managed Care ``Solution''	7	(3)
The Balanced Budget Act of 1997	10	(1)
Health Care Paradigms and Their Effects	11	(1)
Marketing Health Care	12	(1)
The Evolving Role of the Health Care Manager	13	(6)
Job Security in the New Environment	19	(2)
Health Care: How Different from ``Industry''?	21	(14)
Situation: The Case of the Stubborn Employee, or ``It Isn't in the Job Description''	21	(1)
Process versus Environment	22	(3)
Identifying the Real Differences	25	(2)
Health Care Settings	27	(1)
Implications for Management	28	(2)
Returning to ``The Stubborn Employee''	30	(1)
A Word about Quality	31	(1)
External Pressure: An Area of Increasing Concern	31	(2)
Your Supervisory Approach	33	(2)
The Nature of Supervision: Health Care and Everywhere	35	(10)
Situation: Paid To Make Decisions?	35	(1)
Born To Work or Watch?	36	(1)
The Supervisor's Two Hats	37	(1)
The Peter Principle Revisited	38	(1)
The Working Trap	39	(1)
Nothing To Do?	40	(1)
The Responsibilities of Health Care Management	41	(1)
The Nature of Supervision	42	(1)
Truly Paid To Make Decisions?	43	(2)
Management and Its Basic Functions	45	(16)
Situation: A Tough Day for the New Manager	45	(1)
Definitions, Titles, and Other Intangibles	46	(4)
Introducing the Management Functions	50	(1)
Management Functions in Brief	51	(1)
Planning	52	(2)
Organizing	54	(1)
Directing	55	(1)
Coordinating	56	(1)
Controlling	56	(1)
The Management Functions in Action	56	(1)
Emphasis	57	(1)
Processes versus People	58	(3)
PART II---THE SUPERVISOR AND SELF	61	(56)
Delegation and Empowerment: Forming Some Good Habits	63	(21)
Situation: Delegation for the Wrong Reasons, or ``If You Want Something Done Right...''	63	(1)
Taken for Granted	64	(1)
The Nature of Delegation	65	(1)
What about ``Empowerment''?	66	(1)
Why Delegate?	67	(2)
Failure To Delegate	69	(2)
Looking Upward as Well as Downward: The Personal Approach to Delegation	71	(4)
The Pattern: The Nuts and Bolts of Delegation	75	(4)
''If You Want Something Done Right...``	79	(1)
Authority and Responsibility	80	(1)
Freedom To Fail	81	(1)
Building the Habit	81	(3)
Time Management: Expanding the Day without Stretching the Clock	84	(14)
Situation: The Manager and the Sales Representative	84	(1)
Time and Time Again	84	(1)
The Time Wasters	85	(3)
The Time Savers	88	(6)
Time Management and Stress Management: Inseparable Activities	94	(1)
Time-Wasting Pressures and the Supervisor's Response	95	(1)
The Unrenewable Resource	96	(2)
Self-Management and Personal Supervisory Effectiveness	98	(19)
Situation: The Case of the Vanishing Day	98	(1)
It Starts with You	99	(1)
Initiative	100	(1)
Barriers to Effectiveness	101	(1)
Organization	101	(2)
Individual Planning and Goal Setting	103	(2)
Stress and the Supervisor	105	(3)
Effective Use of Time	108	(1)
How Well Are You Suited to the Supervisory Role?	108	(9)
PART III---THE SUPERVISOR AND THE EMPLOYEE	117	(122)
Interviewing: Start Strong To Recruit Successfully	119	(16)
Exercise: Potential Interview Questions?	119	(1)
The Manager and the Interview	120	(1)
Candidates: Outside and Inside	121	(1)
Preparing for the Interview	122	(2)
Guidelines for Questioning	124	(6)
The Actual Interview	130	(2)
Follow-up	132	(3)
The One-to-One Relationship	135	(14)
Situation: The Case of the Employee Who Is ``Never Wrong''	135	(1)
The Transfer of Meaning	136	(2)
The Two-Way Street	138	(1)
Barriers to Effective Communication	139	(2)
Is Anyone Really ''Never Wrong``?	141	(1)
Listening	142	(1)
Diversity in the One-to-One Relationship	143	(2)
Some Guidelines for Effective Interpersonal Communication	145	(1)
The Open-Door Attitude	146	(3)
Leadership: Style and Substance	149	(13)
Situation: One Boss Too Many	149	(1)
Introducing Leadership	150	(1)
Patterns of Leadership	150	(2)
Some Assumptions about People	152	(1)
Style and Circumstances	153	(1)
Outmoded Views	154	(1)
Leadership's Primary Characteristic	154	(1)
Word Play: Leadership versus ``Management''	155	(1)
Can You Lead ``by the Book''?	156	(1)
An Employee's View	157	(1)
The Visible Supervisor	158	(1)
Leading by Default	158	(1)
True Leadership	159	(1)
Return to: ``One Boss Too Many''	159	(3)
Motivation: Intangible Forces and Slippery Rules	162	(12)
Situation: Always the Last To Know	162	(1)
Satisfaction in Work	163	(1)
Demands on the Organization	164	(1)
Motivating Forces: The Basic Needs	164	(4)
What Makes Them Perform?	168	(1)
Money as a Motivator	169	(1)
Learn What Motivates Your Employees: Look to Yourself	169	(2)
Why the Last To Know?	171	(1)
Motivation and the First-Line Manager	172	(2)
Performance Appraisal: Cornerstone of Employee Development	174	(22)
Situation: ``It's Review Time Again''	174	(1)
Appraisal and the Manager	175	(1)
The Objectives of Appraisal	176	(1)
Traditional Appraisal Methods	177	(5)
Common Appraisal Problems	182	(1)
Why Appraisal Programs Often Fail	183	(1)
What about Jack's Evaluation?	184	(1)
Why Appraise at All?	185	(1)
Requirements of an Effective Appraisal System	185	(2)
The Changing Language of Appraisal	187	(1)
Making Performance Appraisal Legally Defensible	188	(1)
Standard-Based Appraisal: A Long-Range Target	189	(1)
Constructive Appraisal	190	(2)
The Appraisal Interview	192	(1)
Living with an Existing System	193	(1)
A Simple Objective	194	(2)
Criticism and Discipline: Guts, Tact, and Justice	196	(13)
Situation: Did He Have It Coming?	196	(1)
The Need for Rules	197	(1)
Criticism	197	(4)
Discipline	201	(5)
Coaching: Stopping Trouble before It Starts	206	(1)
Guts, Tact, and Justice	207	(2)
The Problem Employee and Employee Problems	209	(15)
Situation: What Do We Do about a First-Class Grouch?	209	(1)
Is There Such a Person as a ``Problem Employee''?	210	(2)
Dealing with the Problem Employee	212	(1)
Seven Guidelines	213	(1)
A Special Case: The Dead-End Employee	214	(2)
Absenteeism	216	(2)
The Troubled Employee	218	(2)
One and the Same?	220	(1)
Special Cases: Some Signs of the Times	221	(1)
The Real ``Problem''	222	(2)
The Supervisor and the Human Resource Department	224	(15)
Situation: A Favor or a Trap?	224	(1)
``Personnel'' Equals People	225	(1)
A Vital Staff Function	225	(1)
A Service of Increasing Value	226	(2)
Learning about Your HR Department	228	(4)
Putting the HR Department To Work	232	(2)
Wanted: Well-Considered Input	234	(1)
Understanding Why as Well as What	235	(1)
With Friends Like This	236	(1)
Emphasis on Service	237	(2)
PART IV---THE SUPERVISOR AND THE TASK	239	(210)
Ethics and Ethical Standards	241	(14)
Situation: Is the Boss Always the Boss?	241	(1)
Ethics and the Health Care Manager	242	(1)
Medical Ethics: Some of the Issues	243	(2)
When Medicine and Business Meet	245	(1)
Business Ethics and the Health Care Organization	245	(6)
When Codes Clash: Mason versus Green	251	(2)
Addressing Ethical Issues	253	(1)
The Manager's Responsibility	253	(1)
But It Is Everyone's Job	253	(2)
Decisions, Decisions	255	(13)
Situation: Deciding under Pressure	255	(1)
A Fact of Life	256	(1)
The Basic Decision-Making Process	256	(4)
Constraints	260	(3)
Risk, Uncertainty, and Judgment	263	(1)
The No-Decision Option	264	(1)
The Range of Decisions	264	(1)
Responsibility and Leadership	265	(1)
Problem Awareness: Often an Essential Pre-Step	266	(1)
No Magic Formula	267	(1)
Management of Change: Resistance Is Where You Find It	268	(10)
Situation: Delayed Change of Command	268	(1)
The Nature of Change	269	(1)
Inflexibility or Resistance?	270	(1)
Changing with an Evolving Role	271	(2)
Why Resistance?	273	(1)
Deadly Delays: Revisiting Mr. Smith	274	(1)
The Supervisor's Approach	275	(2)
True Resistance	277	(1)
Communication: Not by Spoken Words Alone	278	(12)
Situation: The Wilson Letter or the Agents of Wordiness	278	(1)
The Written Word	279	(1)
Sources of Help	279	(1)
Guidelines for Better Letters and Memos	279	(4)
Changing Old Habits	283	(2)
Sample Letter	285	(2)
Attacking the Agents of Wordiness	287	(1)
Other Writing	287	(1)
Technology Strikes: When the Letter Is an E-Mail	288	(1)
A Matter of Practice	289	(1)
How To Arrange and Conduct Effective Meetings	290	(13)
Situation: The Conference	290	(2)
``Let's Schedule a Meeting''	292	(1)
Management by Committee	293	(1)
Types of Meetings	294	(1)
Meeting Preparation	295	(2)
Leading a Meeting	297	(3)
Cleaning Up ``The Conference''	300	(1)
Use or Abuse?	301	(2)
Budgeting: Annual Task and Year-Long Implications	303	(23)
Situation: ``What's a Budget Besides Lots of Work I Don't Have Time for?''	303	(2)
Introducing the Budget	305	(2)
The Total Budget	307	(3)
Illustration: The X-Ray Department Expense Budget	310	(5)
Staffing and Scheduling Considerations	315	(2)
The Budgeting Process	317	(2)
``Finished'' Is Just Begun	319	(3)
Lots of Work? Certainly	322	(2)
Control: Awareness Plus Action	324	(2)
Quality and Productivity: Sides of the Same Coin	326	(14)
Situation: Caught in the Elevator	326	(1)
The Total Quality Movement: ''Excellence`` All Over Again?	327	(4)
Productivity ``Recycled''	331	(6)
Sides of the Same Coin	337	(1)
An ``Elevator Speech''	338	(2)
Teams, Team Building, and Teamwork	340	(20)
Situation: Can You Build an Effective Team from the ``Enemy Camps?''	340	(1)
Types of Teams	341	(1)
The Project or Employee Team	342	(7)
The Departmental Team	349	(1)
Team Building and Its Purposes	349	(1)
Recognizing Employee Potential	350	(2)
The Stages of Team Building	352	(2)
The Power of the Team: The Individual	354	(1)
Team Building and Leadership Style	355	(1)
Guidance for the Team Builder	355	(2)
Attitude and Commitment: Everyone's	357	(1)
Helen Has Her Work Cut Out for Her	357	(3)
Methods Improvement: Making Work---and Life---Easier	360	(19)
Situation: Is There a Better Way To Accomplish This Task?	360	(1)
Edison-Plus	361	(1)
Room for Improvement	361	(2)
At the Center of Total Quality Management	363	(1)
The Methods Improvement Approach	363	(4)
The Tools and Techniques of Methods Improvement	367	(4)
Example: The Information Request	371	(4)
An Organized Approach to Methods Improvement	375	(2)
The Methods-Minded Attitude	377	(2)
Reengineering and Reduction in Force	379	(14)
Situation: Expanding Responsibilities	379	(1)
Reengineering: Perception, Intent, and Reality	380	(2)
Reduction-in-Force and Beyond	382	(6)
Coping with Your Expanding Responsibilities	388	(1)
Resistance to Change: Coping with Dramatic Paradigm Shifts	389	(4)
Continuing Education: Your Employees and You	393	(15)
Situation: Cross-Training and the Supervisor	393	(1)
Why Continuing Education?	394	(1)
Commitment	395	(1)
Many Options	396	(1)
Your Employees	397	(5)
An Urgent and Expanding Need	402	(3)
Continuing Education and You	405	(1)
Your Key Role	406	(2)
The Supervisor and the Law	408	(17)
Situation: What Kind of Employee?	408	(1)
Legal Guides for Supervisory Behavior	408	(1)
The National Labor Relations Act	409	(3)
Wage and Hour Laws	412	(5)
Affirmative Action and Equal Employment Opportunity	417	(5)
Special Concern: Sexual Harassment	422	(1)
Who Needs More Rules?	423	(2)
Organizational Communication: Looking Up, Down, and Laterally	425	(12)
Situation: The Unrequested Information	425	(1)
What Goes Down May Not Come Up	425	(3)
Your Role in Organizational Communication	428	(5)
The Grapevine	433	(1)
Dealing with ``The Unrequested Information''	434	(1)
Which Way Do You Face?	435	(2)
Unions: Avoiding Them When Possible and Living with Them When Necessary	437	(12)
Situation: The Confrontation	437	(1)
Can Unionization Be Avoided?	438	(1)
Health Care: More and More a Special Case	439	(1)
The Supervisor's Position	440	(1)
The Organizing Approach	441	(1)
Unequal Positions	442	(1)
Your Active Role	443	(3)
The Bargaining Election	446	(1)
If the Union Wins	447	(2)
Annotated Bibliography	449	(10)
List of Quotations	459	(4)
Index	463	(14)
About the Author	477