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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