Management Principles for Health Professionals is a practical guide for new or future practicing healthcare managers. The customary activities of the manager-planning, organizing, decision making, staffing, motivating, 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. The Fifth Edition is loaded with all-new examples from real-world healthcare settings. It addresses the most current topics in health care such as patient safety initiatives, the Health Insurance Portability and Accountability Act (HIPAA), revenue recovery efforts, and diversity training. Specific Chapter Updates: Chapter 2- NEW! A completely new chapter, concerned largely with the management of change and the manager's role as a change agent. This chapter anchors and complements the balance of the book with significant pertinent examples relevant to what's occurring today in health care. Much has been added concerning addressing change with employees, and developments such as the advent of the Health Insurance Portability and Accountability Act (HIPAA) are addressed in detail. Chapter 6- The chapter entitled Organizing (formerly Chapter 5) has been expanded to include enlarged consideration of outsourcing and information on telecommuting and using temporary workers. Chapter 10- NEW! This revised and reorganized section combines the former Chapter 6 (Staffing: Recruiting and Retaining Quality Employees) and the former Chapter 10 (Adaptation, Motivation, and Conflict Management). Chapter 11- The chapter entitled Training and Development: The Backbone of Motivation and Retention now includes considerable new information about orientation, both all-employee and departmental, including comprehensive orientation checklists. Chapter 14- This revised chapter, Communication: The Glue that Binds Us Together, includes a greatly expanded section on written communication.

Preface	p. xi
The Changing Scene: Organizational Adaptation and Survival	p. 1
The Changing Health Care Scene	p. 1
Regulation of the Health Care Industry	p. 2
The Managed Care Era	p. 4
Capitation: A Logical Progression?	p. 7
Provider Growth: Mergers and Affiliations	p. 8
The Virtual Enterprise	p. 10
Impact of Technology	p. 10
Social and Ethical Factors	p. 11
Introducing Organizational Survival Strategies	p. 12
Bureaucratic Imperialism	p. 13
Co-optation	p. 15
Hibernation and Adaptation	p. 17
Goal Succession, Multiplication, and Expansion	p. 18
Organizational Life Cycle	p. 20
Exercise: Becoming a Split-Department Manager	p. 27
Notes	p. 29
The Challenge of Change	p. 31
The Impact of Change	p. 31
The Manager as Change Agent	p. 32
Review of Successful Change	p. 32
Change and Resistance to Change	p. 41
Case: In Need of Improvement?	p. 50
Today's Concept of Organizational Management	p. 51
The Nature of Management: Art or Science?	p. 51
Functions of the Manager	p. 52
The History of Management	p. 55
The Systems Approach	p. 58
Viewing the Work Organization as a Total System	p. 65
Formal Versus Informal Organizations	p. 67
Classification of Organizations	p. 68
Classification of Health Care Organizations	p. 70
Classic Bureaucracy	p. 71
Consequences of Organizational Form	p. 74
The Clientele Network	p. 75
Clients	p. 76
Suppliers	p. 78
Advisers	p. 80
Controllers	p. 81
Adversaries	p. 82
Example of Clientele Network for a Physical Therapy Unit	p. 84
Exercise: Identifying and Describing the Management Functions	p. 86
Notes	p. 86
Planning	p. 89
Characteristics of Planning	p. 90
Participants in Planning	p. 90
Planning Constraints or Boundaries	p. 92
Characteristics of Effective Plans	p. 95
Core Values, Philosophy, and Mission Statements	p. 98
Overall Goals	p. 101
Objectives	p. 102
Functional Objectives	p. 103
Policies	p. 106
Procedures	p. 110
Methods	p. 115
Rules	p. 116
Project Planning	p. 116
Strategic Planning	p. 117
The Plan and the Process	p. 123
Space Renovation and Planning	p. 124
Exercise: Introduction to Strategic Plan Development	p. 124
Exercise: From Intent to Action: The Planning Path	p. 125
Notes	p. 125
Appendix 4-A	p. 126
Appendix 4-B	p. 136
Decision Making	p. 147
Definition	p. 147
Participants in Decision Making	p. 148
Evaluating a Decision's Importance	p. 150
Steps in Decision Making	p. 150
Barriers to Rational Choice	p. 156
Bases for Decision Making	p. 158
Decision-Making Tools and Techniques	p. 159
Health Care Practitioners as Decision Makers	p. 165
How Bad Decisions Get Made	p. 166
Case: Paid to Make Decisions?	p. 167
Exercise: The Troublesome Professional	p. 169
Notes	p. 170
Organizing	p. 171
The Process of Organizing	p. 172
Fundamental Concepts and Principles	p. 173
The Span of Management	p. 176
Line and Staff Relationships	p. 178
The Dual Pyramid Form of Organization in Health Care	p. 180
Basic Departmentation	p. 182
Specific Scheduling	p. 184
Flexibility in Organizational Structure	p. 184
The Organizational Chart	p. 194
The Job Description	p. 198
The Credentialed Practitioner as Consultant	p. 223
The Independent Contractor	p. 223
Guidelines for Contracts and Reports	p. 224
Exercise: Creating Organizational Charts	p. 226
Exercise: Developing a Job Description	p. 226
Appendix 6-A	p. 227
Appendix 6-B	p. 231
Improving Performance and Controlling the Critical Cycle	p. 239
The Continuing Search for Excellence	p. 240
The Management Function of Controlling	p. 246
Six Sigma Strategies	p. 249
Benchmarking	p. 251
Tools of Control	p. 253
The Critical Cycle	p. 269
Exercise: The Multiple-Path Flowchart: The Purchasing Request	p. 271
Exercise: Choosing an Adequate Control Mechanism: What Fits Best?	p. 272
Exercise: Promoting Total Quality Management (TQM)	p. 273
Notes	p. 273
Budgeting: Controlling the Ultimate Resource	p. 275
Uses of the Budget	p. 276
Budget Periods	p. 277
Types of Budgets	p. 278
Approaches to Budgeting	p. 281
The Budgetary Process	p. 283
Capital Expenses	p. 287
Supplies and Other Expenses	p. 290
The Personnel Budget	p. 294
Direct and Indirect Expenses	p. 298
Budget Justification	p. 299
Budget Variances	p. 300
The General Audit	p. 303
Exercise: Adjusting the Budget	p. 304
Sample Operating Budget-Department of Physical Therapy	p. 304
Exercise: Belt Tightening-More Budget Adjustments	p. 305
Sample Health Information Department Budget	p. 306
Committees and Teams	p. 311
The Nature of Committees	p. 312
The Purposes and Uses of Committees	p. 315
Limitations and Disadvantages of Committees	p. 319
Enhancement of Committee Effectiveness	p. 320
The Committee Chairperson	p. 325
Committee Member Orientation	p. 329
Minutes and Proceedings	p. 331
Where Do Teams Fit In?	p. 336
As Employee Involvement Increases	p. 337
Employee Teams and Their Future	p. 338
Exercise: Committee Structures	p. 341
Case: The Employee-Retention Committee Meeting	p. 342
Notes	p. 344
Adaptation, Motivation, and Conflict Management	p. 345
Adaptation and Motivation	p. 345
Patterns of Accommodation	p. 349
Theories of Motivation	p. 350
Practical Strategies for Employee Motivation	p. 352
Appreciative Inquiry	p. 354
Conflict	p. 356
Organizational Conflict	p. 357
The Labor Union and the Collective Bargaining Agreement	p. 366
Case: A Matter of Motivation: The Delayed Promotion	p. 367
Case: Charting a Course for Conflict Resolution: "It's a Policy"	p. 368
Notes	p. 369
Appendix 10-A	p. 370
Training and Development: The Backbone of Motivation and Retention	p. 385
Employee Development	p. 386
Orientation	p. 387
Training	p. 396
Mentoring	p. 404
Exercise: What to Do When Budget-Cutting Threatens?	p. 406
Case: The Department's "Know-It-All"	p. 406
Note	p. 408
Appendix 11-A	p. 409
Authority, Leadership, and Supervision	p. 415
The Concept of Power	p. 416
The Concept of Influence	p. 417
The Concept of Formal Authority	p. 417
The Importance of Authority	p. 418
Sources of Power, Influence, and Authority	p. 419
Restrictions on the Use of Authority	p. 425
Importance of Delegation	p. 426
Leadership	p. 429
Orders and Directives	p. 437
Discipline	p. 439
Case: Authority and Leadership: Rising from the Ranks	p. 449
Case: Discipline and Documentation-Here She Goes Again	p. 450
Notes	p. 451
Human Resource Management: A Line Manager's Perspective	p. 453
"Personnel" Equals People	p. 454
A Vital Staff Function	p. 454
A Service of Increasing Value	p. 455
Learning about Your Human Resource Department	p. 457
Putting the Human Resource Department to Work	p. 462
Some Specific Action Steps	p. 464
Further Use of Human Resources	p. 466
Wanted: Well-Considered Input	p. 466
Understanding Why as Well as What	p. 467
Legal Guides for Managerial Behavior	p. 469
An Increasingly Legalistic Environment	p. 476
Emphasis on Service	p. 476
Case: With Friends Like This	p. 477
Case: The Management "Hot Seat"	p. 478
Notes	p. 479
Communication: The Glue that Binds Us Together	p. 481
A Complex Process	p. 482
Communication and the Individual Manager	p. 483
Verbal (Oral) Communication	p. 486
Written Communication	p. 495
Communication in Organizations	p. 506
Case: The Long, Loud Silence	p. 511
Case: Your Word Against His	p. 512
Instructions	p. 513
Notes	p. 513
Day-to-Day Management for the Professional-as-Manager	p. 515
Two Hats: Specialist and Manager	p. 516
A Constant Balancing Act	p. 520
The Ego Barriers	p. 521
The Professional Managing the Professional	p. 523
Leadership and the Professional	p. 528
Some Assumptions About People	p. 529
Style and Circumstances	p. 530
The Professional and Change	p. 531
Methods Improvement	p. 533
Employee Problems	p. 533
Communication and the Language of the Professional	p. 534
An Open-Ended Task	p. 536
Case: Professional Behavior-The Bumping Game	p. 537
Case: Delegation Difficulties-The Ineffective Subordinate	p. 538
Note	p. 539
Index	p. 541
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