The Effective Health Care Supervisor

by McConnell, Charles R.

• ISBN13: 9780763739515
• ISBN10: 0763739510
• Edition: 6th
• Format: Paperback
• Copyright: 2006-09-01
• Publisher: Jones & Bartlett Learning

Summary

With an entirely new chapter devoted to "living with HIPAA" (Health Insurance Portability and Accountability Act), The sixth edition of this best-selling text continues to provide students and professionals with proven, hands-on, practical applications of both classic and current management principles in the health care setting. Packed with strategies, techniques, and tools to build or reinforce your management skills and meet the never-ending challenges that one may face daily as a health care supervisor, students and professionals alike will benefit from this classic guidebook that is now more reader-friendly and accessible. Each chapter still begins with a "Situation," a case study to consider while reading the chapter, and ends with a single case or exercise. With this revision, chapter review questions have been added to encourage consideration of some of the points made in the chapter.

Table of Contents

Preface	xv
PART I---THE SETTING	1	(64)
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	(2)
The Evolving Role of the Health Care Manager	14	(5)
Job Security in the New Environment	19	(1)
Exercise: Responding to External Pressure	20	(1)
Health Care: How is it Different from ``Industry?''	21	(15)
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	(2)
Implications for Management	29	(1)
Returning to ``The Stubborn Employee''	30	(2)
A Word About Quality	32	(1)
External Pressure: An Area of Increasing Concern	32	(1)
Your Supervisory Approach	33	(1)
Exercise: Where does Your Department Fit?	34	(2)
The Nature of Supervision: Health Care and Everywhere	36	(11)
Situation: Paid to Make Decisions?	36	(1)
Born to Work or Watch?	37	(1)
The Supervisor's Two Hats	38	(1)
The Peter Principle Revisited	39	(1)
The Working Trap	40	(1)
Nothing to Do?	41	(1)
The Responsibilities of Health Care Management	42	(1)
The Nature of Supervision	43	(1)
Truly Paid to Make Decisions?	44	(1)
Exercise: Your Two Hats	45	(2)
Management and Its Basic Functions	47	(18)
Situation: A Tough Day for the New Manager	47	(1)
Definitions, Titles, and Other Intangibles	48	(4)
Introducing the Management Functions	52	(2)
Management Functions in Brief	54	(1)
Planning	54	(2)
Organizing	56	(1)
Directing	57	(1)
Coordinating	58	(1)
Controlling	58	(1)
The Management Functions in Action	59	(1)
Emphasis	59	(1)
Processes versus People	60	(1)
Case: Balancing the Functions	61	(4)
PART II---THE SUPERVISOR AND SELF	65	(60)
Delegation and Empowerment: Forming Some Good Habits	67	(22)
Situation: Delegation for the Wrong Reasons, or, ``If You Want Something Done Right	67	(1)
Taken for Granted	68	(1)
The Nature of Delegation	69	(1)
What about ``Empowerment?''	70	(1)
Why Delegate?	71	(2)
Failure to Delegate	73	(3)
Looking Upward as Well as Downward: The Personal Approach to Delegation	76	(3)
The Pattern: The Nuts and Bolts of Delegation	79	(5)
``If You Want Something Done Right''	84	(1)
Authority and Responsibility	85	(1)
Freedom to Fail	85	(1)
Building the Habit	86	(1)
Exercise: To Whom Should You Delegate?	87	(2)
Time Management: Expanding the Day without Stretching the Clock	89	(16)
Situation: The Manager and the Sales Representative	89	(1)
Time and Time Again	90	(1)
Why Become More Time Conscious?	91	(1)
The Time Wasters	92	(2)
The Time Savers	94	(7)
Time Management and Stress Management: Inseparable Activities	101	(1)
Time-Wasting Pressures and the Supervisor's Response	102	(1)
The Unrenewable Resource	103	(1)
Case: Ten Minutes to Spare?	103	(2)
Self-Management and Personal Supervisory Effectiveness	105	(20)
Situation: The Case of the Vanishing Day	105	(1)
It Starts With You	106	(1)
Initiative	107	(1)
Barriers to Effectiveness	108	(1)
Organization	108	(2)
Individual Planning and Goal Setting	110	(2)
Stress and the Supervisor	112	(3)
Effective Use of Time	115	(1)
How Well Are You Suited to the Supervisory Role?	115	(8)
Exercise: The Effectiveness Checklist	123	(2)
PART III---THE SUPERVISOR AND THE EMPLOYEE	125	(136)
Interviewing: Start Strong to Recruit Successfully	127	(17)
Exercise: Potential Interview Questions?	127	(1)
The Manager and the Interview	128	(1)
Candidates: Outside and Inside	129	(1)
Preparing for the Interview	130	(2)
Guidelines for Questioning	132	(6)
The Actual Interview	138	(2)
Follow-Up	140	(2)
Role-Play: Would You Hire This Person?	142	(2)
The One-to-One Relationship	144	(15)
Situation: The Case of the Employee Who is ``Never Wrong''	144	(1)
The Transfer of Meaning	145	(2)
The Two-Way Street	147	(1)
Barriers to Effective Communication	148	(2)
Is Anyone Really ``Never Wrong?''	150	(1)
Listening	151	(1)
Diversity in the One-to-One Relationship	152	(3)
Guidelines for Effective Interpersonal Communication	155	(1)
The Open-Door Attitude	156	(1)
Case: What's in a Phrase?	157	(2)
Leadership: Style and Substance	159	(14)
Situation: One Boss Too Many	159	(1)
Introducing Leadership	160	(1)
Patterns of Leadership	160	(2)
Some Assumptions About People	162	(1)
Style and Circumstances	163	(1)
Outmoded Views	164	(1)
Leadership's Primary Characteristic	164	(1)
Word Play: Leadership versus ``Management''	165	(1)
Can You Lead ``By the Book?''	166	(1)
An Employee's View	167	(1)
The Visible Supervisor	168	(1)
Leading by Default	169	(1)
True Leadership	169	(1)
Return to: ``One Boss Too Many''	169	(1)
Exercise: A View of You as a Leader	170	(3)
Motivation: Intangible Forces and Slippery Rules	173	(13)
Situation: Always the Last to Know	173	(1)
Satisfaction in Work	174	(1)
Demands on the Organization	175	(1)
Motivating Forces: The Basic Needs	175	(4)
What Makes Them Perform?	179	(1)
Money as a Motivator	180	(1)
Learn What Motivates Your Employees: Look to Yourself	181	(2)
Why the Last to Know?	183	(1)
Motivation and the First-Line Manager	183	(2)
Case: The Promotion	185	(1)
Performance Appraisal: Cornerstone of Employee Development	186	(23)
Situation: ``It's Review Time Again''	186	(1)
Appraisal and the Manager	187	(2)
The Objectives of Appraisal	189	(1)
Traditional Appraisal Methods	189	(6)
Common Appraisal Problems	195	(1)
Why Appraisal Programs Often Fail	195	(2)
What About Jack's Evaluation?	197	(1)
Why Appraise At All?	197	(1)
Requirements of an Effective Appraisal System	198	(1)
The Changing Language of Appraisal	199	(1)
Making Performance Appraisal Legally Defensible	200	(1)
Standard-Based Appraisal: A Long-Range Target	201	(2)
Constructive Appraisal	203	(2)
The Appraisal Interview	205	(1)
Living With an Existing System	205	(1)
A Simple Objective	206	(1)
Role-Play: Ms. Winston's Appraisal	207	(2)
Criticism and Discipline: Guts, Tact, and Justice	209	(18)
Situation: Did He Have it Coming?	209	(1)
The Need for Rules	210	(1)
Criticism	210	(3)
Perhaps He Had Something Coming	213	(1)
Discipline	214	(8)
Nonpunitive Discipline	222	(1)
Coaching: Stopping Trouble Before It Starts	223	(1)
Guts, Tact, and Justice	224	(1)
Case: A Good Employee, But	225	(2)
The Problem Employee and Employee Problems	227	(17)
Situation: What Do We Do About a First-Class Grouch?	227	(1)
Is There Such a Person as a ``Problem Employee?''	228	(2)
Dealing With the Problem Employee	230	(1)
Seven Guidelines	231	(2)
A Special Case: The Dead-End Employee	233	(1)
Absenteeism	234	(2)
Abuse of Sick Time	236	(1)
The Troubled Employee	237	(2)
One and the Same?	239	(1)
Special Cases: Some Signs of the Times	240	(2)
The Real ``Problem''	242	(1)
Case: The Great Stone Face	242	(2)
The Supervisor and the Human Resource Department	244	(17)
Situation: A Favor or a Trap?	244	(1)
``Personnel'' Equals People	245	(1)
A Vital Staff Function	246	(1)
A Service of Increasing Value	246	(2)
Learning About Your HR Department	248	(4)
Putting the HR Department to Work	252	(3)
Wanted: Well-Considered Input	255	(1)
Understanding Why as Well as What	256	(1)
With Friends Like This	257	(1)
Emphasis on Service	258	(1)
Exercise: Where can Human Resources Help?	258	(3)
PART IV---THE SUPERVISOR AND THE TASK	261	(212)
Ethics and Ethical Standards	263	(16)
Situation: Is the Boss Always the Boss?	263	(2)
Ethics and the Health Care Manager	265	(1)
Medical Ethics: Some of the Issues	265	(3)
Business Ethics and the Health Care Organization	268	(6)
When Codes Clash: Mason Versus Green	274	(1)
Addressing Ethical Issues	275	(1)
Management's Responsibilities: A Top-Down Obligation	275	(2)
But It Remains Everyone's Job	277	(1)
Exercise: What is Appropriate, What is Not	278	(1)
Decisions, Decisions	279	(14)
Situation: Deciding Under Pressure	279	(1)
A Fact of Life	280	(1)
The Basic Decision-Making Process	280	(4)
Constraints	284	(4)
Risk, Uncertainty, and Judgment	288	(1)
The No-Decision Option	289	(1)
The Range of Decisions	289	(1)
Responsibility and Leadership	290	(1)
Problem Awareness: Often an Essential Pre-step	290	(1)
No Magic Formula	291	(1)
Case: The New Copy Machine	292	(1)
Management of Change: Resistance Is Where You Find It	293	(11)
Situation: Delayed Change of Command	293	(1)
The Nature of Change	294	(1)
Inflexibility or Resistance?	295	(1)
Changing With an Evolving Role	296	(2)
Why Resistance?	298	(1)
Deadly Delays: Revisiting Mr. Smith	299	(1)
The Supervisor's Approach	300	(2)
True Resistance	302	(1)
Case: Surprise!	302	(2)
Communication: Not by Spoken Words Alone	304	(14)
Situation: The Wilson Letter, or, the Agents of Wordiness	304	(1)
The Written Word	305	(1)
Sources of Help	305	(1)
Guidelines for Better Letters and Memos	305	(4)
Changing Old Habits	309	(2)
Sample Letter	311	(2)
Attacking the Agents of Wordiness	313	(1)
Other Writing	313	(1)
Technology Strikes: When the Letter is an E-Mail	314	(2)
A Matter of Practice	316	(1)
Exercise: The Copy Machine Letter	317	(1)
How to Arrange and Conduct Effective Meetings	318	(14)
Situation: The Conference	318	(2)
``Let's Schedule a Meeting''	320	(1)
Management by Committee	321	(1)
Types of Meetings	322	(1)
Meeting Preparation	323	(2)
Leading a Meeting	325	(4)
Cleaning Up ``The Conference''	329	(1)
Use or Abuse?	330	(1)
Case: Your Word Against His	331	(1)
Budgeting: Annual Task and Year-Long Implications	332	(23)
Situation: ``What's a Budget Besides Lots of Work I Don't Have Time For?''	332	(2)
Introducing the Budget	334	(2)
The Total Budget	336	(3)
Illustration: The Diagnostic Imaging (X-Ray) Department Expense Budget	339	(5)
Staffing and Scheduling Considerations	344	(2)
The Budgeting Process	346	(2)
``Finished'' Is Just Begun	348	(4)
Lots of Work? Certainly	352	(1)
Control: Awareness Plus Action	353	(1)
Exercise: ``Juggling'' Your Budget	353	(2)
Quality and Productivity: Sides of the Same Coin	355	(17)
Situation: Caught in the Elevator	355	(1)
The Total Quality Movement: Just ``Excellence'' Again?	356	(5)
Productivity ``Recycled''	361	(6)
Sides of the Same Coin	367	(1)
Quality versus Cost and Output	368	(1)
An ``Elevator Speech''	369	(1)
Exercise: In Search of---?	370	(2)
Teams, Team Building, and Teamwork	372	(21)
Situation: Can You Build an Effective Team From the ``Enemy Camps?''	372	(1)
Types of Teams	373	(1)
The Project or Employee Team	374	(7)
The Departmental Team	381	(1)
Team Building and Its Purposes	381	(1)
Recognizing Employee Potential	382	(2)
The Stages of Team Building	384	(2)
The Power of the Team: The Individual	386	(1)
Team Building and Leadership Style	387	(1)
Guidance for the Team Builder	387	(1)
Attitude and Commitment: Everyone's	388	(1)
Helen Has Her Work Cut Out for Her	389	(2)
Case: The Silent Majority	391	(2)
Methods Improvement: Making Work---and Life---Easier	393	(20)
Situation: Is There a Better Way to Accomplish This Task?	393	(1)
Edison-Plus	394	(1)
Room for Improvement	394	(2)
At the Center of Total Quality Management	396	(1)
The Methods Improvement Approach	396	(4)
The Tools and Techniques of Methods Improvement	400	(4)
Example: The Information Request	404	(4)
An Organized Approach to Methods Improvement	408	(2)
The Methods-Minded Attitude	410	(1)
Exercise: ``The Pencil''	411	(2)
Reengineering and Reduction in Force	413	(14)
Situation: Expanding Responsibilities	413	(1)
Reengineering: Perception, Intent, and Reality	414	(2)
Reduction-in-Force and Beyond	416	(7)
Coping With Your Expanding Responsibilities	423	(1)
Resistance to Change: Coping with Dramatic Paradigm Shifts	424	(1)
Case: Indentifying for Layoff	425	(2)
Continuing Education: Your Employees and You	427	(15)
Situation: Cross-Training and the Supervisor	427	(1)
Why Continuing Education?	428	(1)
Commitment	429	(1)
Many Options	430	(1)
Your Employees	431	(5)
An Urgent and Expanding Need	436	(3)
Continuing Education and You	439	(1)
Your Key Role	440	(1)
Exercise: The Skills Inventory	441	(1)
The Supervisor and the Law	442	(18)
Situation: What Kind of Employee?	442	(1)
Legal Guides for Supervisory Behavior	442	(1)
The National Labor Relations Act	443	(3)
Wage and Hour Laws	446	(5)
Affirmative Action and Equal Employment Opportunity	451	(6)
Special Concern: Sexual Harassment	457	(1)
Who Needs More Rules?	458	(1)
Exercise: Rates, Hours, and Overtime	458	(2)
Living with HIPAA	460	(13)
Situation: A Look at Privacy	460	(1)
Introducing HIPAA	461	(1)
The Intent and the Reality	462	(1)
Title II and Beyond	463	(1)
The Privacy Controversy	464	(5)
Respecting Privacy in a Public Setting	469	(1)
HIPAA and the Supervisor	469	(1)
Here to Stay	470	(1)
Case: Privacy versus the ``Need to Know''	471	(2)
Appendix A Typical Privacy Notice	473	(30)
Organizational Communication: Looking Up, Down, and Laterally	479	(12)
Situation: The Unrequested Information	479	(1)
What Goes Down May Not Come Up	479	(3)
Your Role in Organizational Communication	482	(5)
The Grapevine	487	(1)
Dealing with ``The Unrequested Information''	488	(1)
Which Way Do You Face?	489	(1)
Case: The Crunch	490	(1)
Unions: Avoiding Them When Possible and Living with Them When Necessary	491	(12)
Situation: The Confrontation	491	(1)
Can Unionization Be Avoided?	491	(2)
Health Care: More and More a Special Case	493	(1)
The Supervisor's Position	494	(1)
The Organizing Approach	495	(1)
Unequal Positions	496	(1)
Your Active Role	497	(3)
The Bargaining Election	500	(1)
If the Union Wins	501	(1)
Case: The Organizer	502	(1)
Annotated Bibliography	503	(12)
List of Quotations	515	(4)
Index	519	(14)
About the Author	533