9780763733209

Management Principles for Health Professionals

by ;
  • ISBN13:

    9780763733209

  • ISBN10:

    0763733202

  • Edition: 4th
  • Format: Paperback
  • Copyright: 2004-03-01
  • Publisher: Jones & Bartlett

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Supplemental Materials

What is included with this book?

Summary

This is the essential reference for health professionals regardless of their field of specialty, complete with practical instructions and examples throughout the book that reflect multidisciplinary ba

Author Biography

Joan Gratto Liebler, MA, MPA, RHIA Professor Emeritus, Health Information Management, Temple University, Philadelphia, Pennsylvania

Table of Contents

Preface ix
Part I The Health Professionals Modern Arena
Chapter 1 The Changing Scene: Organizational Adaptation and Survival
1(32)
The Changing Health Care Scene
1(1)
Regulation of the Health Care Industry
2(2)
The Managed Care Era
4(3)
Capitation: A Logical Progression?
7(1)
Provider Growth: Mergers and Affiliations
8(1)
The Virtual Enterprise
9(1)
Impact of Technology
10(1)
Social and Ethical Factors
11(1)
Introducing Organizational Survival Strategies
12(1)
Bureaucratic Imperialism
13(2)
Co-optation
15(2)
Hibernation and Adaptation
17(1)
Goal Succession, Multiplication, and Expansion
18(2)
Organizational Life Cycle
20(7)
Organizational Change
27(3)
Exercise: Becoming a Split-Department Manager
30(3)
Chapter 2 Todays Concept of Organizational Management
33(50)
The Nature of Management: Art or Science?
33(1)
Functions of the Manager
34(3)
The History of Management
37(3)
The Systems Approach
40(8)
Viewing the Work Organization as a Total System
48(1)
Formal Versus Informal Organizations
49(1)
Classification of Organizations
50(2)
Classification of Health Care Organizations
52(2)
Class Bureaucracy
54(2)
Consequences of Organizational Form
56(4)
Management Beyond the Nineties: Integration of Clinical Practice and Management Skills: The Continuing Search for Excellence
60(7)
The Clientele Network
67(1)
Clients
68(2)
Suppliers
70(2)
Advisors
72(1)
Controllers
73(1)
Adversaries
74(1)
Example of Clientele Network for a Physical Therapy Unit
75(2)
Exercise: Identifying and Describing the Management Functions
77(1)
Exercise: Promoting Total Quality Management (TQM)
78(5)
Part II The Management Functions: From Theory to Application
Chapter 3 Planning
83(58)
Planning
83(1)
Characteristics of Planning
84(1)
Participants in Planning
84(2)
Planning Constraints or Boundaries
86(3)
Characteristics of Effective Plans
89(2)
Core Values, Philosophy, and Mission Statements
91(5)
Overall Goals
96(1)
Objectives
96(1)
Functional Objectives
97(3)
Policies
100(4)
Procedures
104(5)
Methods
109(1)
Rules
110(1)
Strategic Planning
110(6)
The Plan and the Process
116(1)
Space Renovation and Planning
117(1)
Exercise: Introduction to Strategic Plan Development
117(1)
Exercise: From Intent to Action: The Planning Path
118(2)
Appendix 3-A
120(10)
Appendix 3-B
130(11)
Chapter 4 Decision Making
141(24)
Definition
141(1)
Participants in Decision Making
142(2)
Evaluation a Decision's Importance
144(1)
Steps in Decision Making
144(6)
Barriers to Rational Choice
150(2)
Bases for Decision Making
152(1)
Decision-Making Tools and Techniques
152(6)
Health Care Practitioners as Decision Makers
158(1)
How Bad Decisions Get Made
159(1)
Clinical Reasoning
160(1)
Case: Paid to Make Decisions?
161(2)
Exercise: The Troublesome Professional
163(2)
Chapter 5 Organizing
165(72)
The Process of Organizing
166(1)
Fundamental Concepts and Principles
167(2)
The Span of Management
169(3)
Line and Staff Relationships
172(2)
The Dual Pyramid Form of Organization in Health Care
174(1)
Basic Departmentation
175(3)
Specific Scheduling
178(1)
Flexibility in Organizational Structure
178(12)
The Organizational Chart
190(4)
The Job Description
194(26)
The Credentialed Practitioner as Consultant
220(1)
The Independent Contractor
221(1)
Guidelines for Contracts and Reports
221(2)
Exercise: Creating Organization Charts
223(1)
Exercise: Developing a Job Description
223(2)
Appendix 5-A
225(4)
Appendix 5-B
229(8)
Chapter 6 Staffing: Recruiting and Retaining Quality Employees
237(30)
The Health Care Labor Market in the Early 21st Century
237(4)
Recruitment
241(9)
Why Do Health Professionals Stay at Their Jobs?
250(8)
Retention Strategies
258(2)
The Professional as a Free Agent
260(3)
Case: The Ultimatum
263(1)
Exercise: Your Recruiting Plan
264(3)
Chapter 7 Directing and Controlling: The Critical Cycle
267(26)
The Basic Control Process
268(1)
Characteristics of Adequate Controls
268(1)
Six Sigma Strategies
269(2)
Benchmarking
271(2)
Tools of Control
273(14)
The Critical Cycle
287(3)
Exercise: The Multiple-Path Flowchart: The Purchasing Request
290(1)
Exercise: Choosing an Adequate Control Mechanism: What Fits Best?
291(2)
Part III Practical Considerations: Keeping the Department Running Smoothly
Chapter 8 Budgeting: Controlling the Ultimate Resource
293(34)
Uses of the Budget
294(1)
Budget Periods
295(1)
Types of Budgets
296(3)
Approaches to Budgeting
299(2)
The Budgetary Process
301(4)
Capital Expenses
305(2)
Supplies and Other Expenses
307(4)
The Personnel Budget
311(3)
Direct and Indirect Expenses
314(1)
Budget Justification
315(3)
Budget Variances
318(2)
The General Audit
320(1)
Exercise: Adjusting the Budget
321(1)
Exercise: Belt-Tightening-More Budget Adjustments
322(5)
Chapter 9 Committees and Teams
327(38)
The Nature of Committees
328(3)
The Purposes and Uses of Committees
331(4)
Limitations and Disadvantages of Committees
335(1)
Enhancement of Committee Effectiveness
336(5)
The Committee Chairperson
341(3)
Committee Member Orientation
344(3)
Minutes and Proceedings
347(6)
Where Do Teams Fit In?
353(3)
As Employee Involvement Increases
356(1)
Employee Teams and Their Future
356(4)
Exercise: Committee Structures
360(1)
Case: The Employee-Retention Committee Meeting
360(5)
Chapter 10 Adaptation, Motivation, and Conflict Management
365(40)
Adaptation and Motivation
365(3)
Patterns of Accommodation
368(3)
Practical Strategies for Employee Motivation
371(3)
Appreciative Inquiry
374(2)
Conflict
376(1)
Organizational Conflict
377(8)
The Labor Union and the Collective Bargaining Agreement
385(1)
Case: A Matter of Motivation: The Delayed Promotion
386(1)
Case and Exercise: Charting a Course for Conflict Resolution: "It's a Policy"
387(3)
Appendix 10-A
390(15)
Chapter 11 Training and Development: The Backbone of Motivation and Retention
405(28)
Employee Development
406(1)
Orientation
407(1)
Training
408(8)
Mentoring
416(6)
Exercise: What to Do When Budget Cutting Threatens?
422(1)
Case: The Department's "Know-It-All"
422(2)
Questions
424(2)
Appendix 11-A
426(7)
Chapter 12 Authority, Leadership, and Supervision
433(36)
The Concept of Power
434(1)
The Concept of Influence
435(1)
The Concept of Formal Authority
435(1)
The Importance of Authority
436(1)
Sources of Power, Influence, and Authority
437(6)
Restrictions on the Use of Authority
443(1)
Importance of Delegation
444(1)
Leadership
445(7)
Orders and Directives
452(2)
Discipline
454(3)
Case: Authority and Leadership-Rising from the Ranks
457(1)
Case: Discipline and Documentation-Here She Goes Again
458(3)
Appendix 12-A
461(8)
Chapter 13 Human Resource Management: A Line Manager's Perspective
469(26)
"Personnel" Equals People
470(1)
A Vital Staff Function
470(1)
A Service of Increasing Value
471(2)
Learning About Your Human Resources Department
473(5)
Putting the Human Resources Department to Work
478(3)
Wanted: Well-Considered Input
481(1)
Understanding Why as Well as What
482(1)
Legal Guides for Managerial Behavior
483(8)
Emphasis on Service
491(1)
Case: With Friends Like This
491(1)
Case: The Managerial "Hot Seat"
492(3)
Chapter 14 Communication: The Glue That Binds Us Together
495(46)
A Working Definition
496(1)
Personal and Small Group Communication
496(6)
Communication in Organizations
502(7)
Case: The Long, Loud Silence
509(1)
Case: Your Word Against His
510(3)
Chapter 15 Day-to-Day Management for the Health Professional-as-Manager
513(1)
The Health Professional-as-Manager
514(7)
The Professional Managing the Professional
521(15)
Case: Professional Behavior-The Bumping Game
536(2)
Case: Delegation Difficulties-The Ineffective Subordinate
538(3)
Index 541

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