Management Principles for Health Professionals

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  • Edition: 5th
  • Format: Paperback
  • Copyright: 2007-08-07
  • Publisher: Jones & Bartlett
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Supplemental Materials

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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.

Table of Contents

Prefacep. xi
The Changing Scene: Organizational Adaptation and Survivalp. 1
The Changing Health Care Scenep. 1
Regulation of the Health Care Industryp. 2
The Managed Care Erap. 4
Capitation: A Logical Progression?p. 7
Provider Growth: Mergers and Affiliationsp. 8
The Virtual Enterprisep. 10
Impact of Technologyp. 10
Social and Ethical Factorsp. 11
Introducing Organizational Survival Strategiesp. 12
Bureaucratic Imperialismp. 13
Co-optationp. 15
Hibernation and Adaptationp. 17
Goal Succession, Multiplication, and Expansionp. 18
Organizational Life Cyclep. 20
Exercise: Becoming a Split-Department Managerp. 27
Notesp. 29
The Challenge of Changep. 31
The Impact of Changep. 31
The Manager as Change Agentp. 32
Review of Successful Changep. 32
Change and Resistance to Changep. 41
Case: In Need of Improvement?p. 50
Today's Concept of Organizational Managementp. 51
The Nature of Management: Art or Science?p. 51
Functions of the Managerp. 52
The History of Managementp. 55
The Systems Approachp. 58
Viewing the Work Organization as a Total Systemp. 65
Formal Versus Informal Organizationsp. 67
Classification of Organizationsp. 68
Classification of Health Care Organizationsp. 70
Classic Bureaucracyp. 71
Consequences of Organizational Formp. 74
The Clientele Networkp. 75
Clientsp. 76
Suppliersp. 78
Advisersp. 80
Controllersp. 81
Adversariesp. 82
Example of Clientele Network for a Physical Therapy Unitp. 84
Exercise: Identifying and Describing the Management Functionsp. 86
Notesp. 86
Planningp. 89
Characteristics of Planningp. 90
Participants in Planningp. 90
Planning Constraints or Boundariesp. 92
Characteristics of Effective Plansp. 95
Core Values, Philosophy, and Mission Statementsp. 98
Overall Goalsp. 101
Objectivesp. 102
Functional Objectivesp. 103
Policiesp. 106
Proceduresp. 110
Methodsp. 115
Rulesp. 116
Project Planningp. 116
Strategic Planningp. 117
The Plan and the Processp. 123
Space Renovation and Planningp. 124
Exercise: Introduction to Strategic Plan Developmentp. 124
Exercise: From Intent to Action: The Planning Pathp. 125
Notesp. 125
Appendix 4-Ap. 126
Appendix 4-Bp. 136
Decision Makingp. 147
Definitionp. 147
Participants in Decision Makingp. 148
Evaluating a Decision's Importancep. 150
Steps in Decision Makingp. 150
Barriers to Rational Choicep. 156
Bases for Decision Makingp. 158
Decision-Making Tools and Techniquesp. 159
Health Care Practitioners as Decision Makersp. 165
How Bad Decisions Get Madep. 166
Case: Paid to Make Decisions?p. 167
Exercise: The Troublesome Professionalp. 169
Notesp. 170
Organizingp. 171
The Process of Organizingp. 172
Fundamental Concepts and Principlesp. 173
The Span of Managementp. 176
Line and Staff Relationshipsp. 178
The Dual Pyramid Form of Organization in Health Carep. 180
Basic Departmentationp. 182
Specific Schedulingp. 184
Flexibility in Organizational Structurep. 184
The Organizational Chartp. 194
The Job Descriptionp. 198
The Credentialed Practitioner as Consultantp. 223
The Independent Contractorp. 223
Guidelines for Contracts and Reportsp. 224
Exercise: Creating Organizational Chartsp. 226
Exercise: Developing a Job Descriptionp. 226
Appendix 6-Ap. 227
Appendix 6-Bp. 231
Improving Performance and Controlling the Critical Cyclep. 239
The Continuing Search for Excellencep. 240
The Management Function of Controllingp. 246
Six Sigma Strategiesp. 249
Benchmarkingp. 251
Tools of Controlp. 253
The Critical Cyclep. 269
Exercise: The Multiple-Path Flowchart: The Purchasing Requestp. 271
Exercise: Choosing an Adequate Control Mechanism: What Fits Best?p. 272
Exercise: Promoting Total Quality Management (TQM)p. 273
Notesp. 273
Budgeting: Controlling the Ultimate Resourcep. 275
Uses of the Budgetp. 276
Budget Periodsp. 277
Types of Budgetsp. 278
Approaches to Budgetingp. 281
The Budgetary Processp. 283
Capital Expensesp. 287
Supplies and Other Expensesp. 290
The Personnel Budgetp. 294
Direct and Indirect Expensesp. 298
Budget Justificationp. 299
Budget Variancesp. 300
The General Auditp. 303
Exercise: Adjusting the Budgetp. 304
Sample Operating Budget-Department of Physical Therapyp. 304
Exercise: Belt Tightening-More Budget Adjustmentsp. 305
Sample Health Information Department Budgetp. 306
Committees and Teamsp. 311
The Nature of Committeesp. 312
The Purposes and Uses of Committeesp. 315
Limitations and Disadvantages of Committeesp. 319
Enhancement of Committee Effectivenessp. 320
The Committee Chairpersonp. 325
Committee Member Orientationp. 329
Minutes and Proceedingsp. 331
Where Do Teams Fit In?p. 336
As Employee Involvement Increasesp. 337
Employee Teams and Their Futurep. 338
Exercise: Committee Structuresp. 341
Case: The Employee-Retention Committee Meetingp. 342
Notesp. 344
Adaptation, Motivation, and Conflict Managementp. 345
Adaptation and Motivationp. 345
Patterns of Accommodationp. 349
Theories of Motivationp. 350
Practical Strategies for Employee Motivationp. 352
Appreciative Inquiryp. 354
Conflictp. 356
Organizational Conflictp. 357
The Labor Union and the Collective Bargaining Agreementp. 366
Case: A Matter of Motivation: The Delayed Promotionp. 367
Case: Charting a Course for Conflict Resolution: "It's a Policy"p. 368
Notesp. 369
Appendix 10-Ap. 370
Training and Development: The Backbone of Motivation and Retentionp. 385
Employee Developmentp. 386
Orientationp. 387
Trainingp. 396
Mentoringp. 404
Exercise: What to Do When Budget-Cutting Threatens?p. 406
Case: The Department's "Know-It-All"p. 406
Notep. 408
Appendix 11-Ap. 409
Authority, Leadership, and Supervisionp. 415
The Concept of Powerp. 416
The Concept of Influencep. 417
The Concept of Formal Authorityp. 417
The Importance of Authorityp. 418
Sources of Power, Influence, and Authorityp. 419
Restrictions on the Use of Authorityp. 425
Importance of Delegationp. 426
Leadershipp. 429
Orders and Directivesp. 437
Disciplinep. 439
Case: Authority and Leadership: Rising from the Ranksp. 449
Case: Discipline and Documentation-Here She Goes Againp. 450
Notesp. 451
Human Resource Management: A Line Manager's Perspectivep. 453
"Personnel" Equals Peoplep. 454
A Vital Staff Functionp. 454
A Service of Increasing Valuep. 455
Learning about Your Human Resource Departmentp. 457
Putting the Human Resource Department to Workp. 462
Some Specific Action Stepsp. 464
Further Use of Human Resourcesp. 466
Wanted: Well-Considered Inputp. 466
Understanding Why as Well as Whatp. 467
Legal Guides for Managerial Behaviorp. 469
An Increasingly Legalistic Environmentp. 476
Emphasis on Servicep. 476
Case: With Friends Like Thisp. 477
Case: The Management "Hot Seat"p. 478
Notesp. 479
Communication: The Glue that Binds Us Togetherp. 481
A Complex Processp. 482
Communication and the Individual Managerp. 483
Verbal (Oral) Communicationp. 486
Written Communicationp. 495
Communication in Organizationsp. 506
Case: The Long, Loud Silencep. 511
Case: Your Word Against Hisp. 512
Instructionsp. 513
Notesp. 513
Day-to-Day Management for the Professional-as-Managerp. 515
Two Hats: Specialist and Managerp. 516
A Constant Balancing Actp. 520
The Ego Barriersp. 521
The Professional Managing the Professionalp. 523
Leadership and the Professionalp. 528
Some Assumptions About Peoplep. 529
Style and Circumstancesp. 530
The Professional and Changep. 531
Methods Improvementp. 533
Employee Problemsp. 533
Communication and the Language of the Professionalp. 534
An Open-Ended Taskp. 536
Case: Professional Behavior-The Bumping Gamep. 537
Case: Delegation Difficulties-The Ineffective Subordinatep. 538
Notep. 539
Indexp. 541
Table of Contents provided by Ingram. All Rights Reserved.

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