Management Principles for Health Professionals

by Liebler, Joan Gratto

• ISBN13: 9780834212459
• ISBN10: 0834212455
• Edition: 3rd
• Format: Paperback
• Copyright: 1999-08-01
• Publisher: JONES & BARTLETT PUB

Summary

Temple Univ., Philadelphia, PA. Text of proven management concepts, techniques, models, and tools. For those new to management. Includes examples of health care department budgets, training objectives, and strategic plans. Also discusses leadership, staff retention, and communication. Previous edition: c1992. Softcover. DNLM: Health Services Administration.

Table of Contents

Part I---THE HEALTH PROFESSIONAL'S MODERN ARENA	1	(84)
The Changing Scene: Organizational Adaptation and Survival	3	(32)
The Changing Health Care Scene	3	(2)
The Managed Care Era	5	(4)
Capitation: A Logical Progression?	9	(1)
Provider Growth: Mergers and Other Affiliations	9	(1)
Introducing Organizational Survival Strategies	10	(1)
Bureaucratic Imperialism	11	(2)
Cooptation	13	(3)
Hibernation and Adaptation	16	(1)
Goal Succession, Multiplication, and Expansion	17	(2)
Organizational Life Cycle	19	(8)
Organizational Change	27	(3)
Case Study: Sedentary Patients in a Geriatric Facility	30	(2)
Exercise: The Split-Department Manager	32	(3)
Today's Concept of Organizational Management	35	(50)
The Nature of Management: Art or Science?	35	(1)
Functions of the Manager	36	(3)
The History of Management	39	(3)
The Systems Approach	42	(9)
Viewing the Work Organization as a Total System	51	(1)
Formal Versus Informal Organizations	52	(1)
Classification of Organizations	53	(3)
Classification of Health Care Organizations	56	(1)
Classic Bureaucracy	57	(3)
Consequences of Organizational Form	60	(1)
Management Beyond the Nineties: Integration of Clinical Practice and Management Skills	61	(3)
Total Quality Management and the Modern Organization	64	(7)
The Clientele Network	71	(1)
Clients	72	(3)
Suppliers	75	(2)
Advisers	77	(1)
Controllers	78	(1)
Adversaries	79	(2)
Example of a Clientele Network for a Physical Therapy Unit	81	(1)
Exercise: The Management Functions in Action	82	(1)
Exercise: Promoting Total Quality Management	83	(2)
Part II---THE MANAGEMENT FUNCTIONS: FROM THEORY TO APPLICATION	85	(196)
Planning	87	(68)
Characteristics of Planning	88	(1)
Participants in Planning	88	(2)
Planning Constraints or Boundaries	90	(3)
Characteristics of Effective Plans	93	(1)
Core Values, Philosophy, and Mission Statements	94	(4)
Overall Goals	98	(1)
Objectives	98	(2)
Functional Objectives	100	(4)
Policies	104	(4)
Procedures	108	(6)
Methods	114	(1)
Rules	114	(1)
Strategic Planning	114	(7)
The Plan and the Process	121	(1)
Space Renovation and Planning	122	(1)
Exercise: Developing a Strategic Plan	122	(1)
Exercise: From Intent to Action---The Planning Path	123	(1)
Appendix 3--A: Sample Departmental Policies	124	(8)
Exercise: Plans Are What?	132	(1)
Exercise: Goals, Objectives, and Procedures	132	(1)
Appendix 3--B: Space and Renovation Planning	133	(22)
Organizing	155	(50)
The Process of Organizing	156	(1)
Fundamental Concepts and Principles	157	(2)
The Span of Management	159	(2)
Line and Staff Relationships	161	(4)
The Dual Pyramid Form of Organization in Health Care	165	(3)
Basic Departmentation	168	(2)
Specific Scheduling	170	(2)
Flexibility in Organizational Structure	172	(2)
The Organizational Chart	174	(7)
The Job Description	181	(8)
Consultants	189	(14)
Exercise: Creating Organizational Charts	203	(1)
Exercise: Developing a Job Description	204	(1)
Decision Making	205	(24)
Participants in Decision Making	206	(2)
Evaluating a Decision's Importance	208	(1)
Steps in Decision Making	208	(5)
Barriers to Rational Choice	213	(2)
Bases for Decision Making	215	(1)
Decision-Making Tools and Techniques	216	(6)
Health Care Practitioners as Decision Makers	222	(1)
The No-Decision Option	223	(1)
Clinical Reasoning	224	(1)
Case: Paid to Make Decisions?	225	(2)
Exercise: The Troublesome Professional	227	(2)
Staffing: Recruiting and Retaining Quality Employees	229	(26)
Recruitment	231	(6)
Retention: Keeping Your Staff	237	(1)
Why do Allied Health Professionals Stay at Their Jobs?	237	(9)
Retention Strategies	246	(2)
The professional as a Free Agent	248	(3)
Case: The Ultimatum	251	(1)
Exercise: Your Recruiting Plan	252	(3)
Directing and Controlling: The Critical Cycle	255	(26)
The Basic Control Process	256	(1)
Characteristics of Adequate Controls	256	(2)
Benchmarking	258	(1)
Sample Benchmarking Studies: Health Information Management	258	(1)
Tools of Control	258	(2)
Gantt Chart	260	(2)
The Flow Chart	262	(9)
Total Quality Management Display Charts	271	(5)
The Critical Cycle	276	(2)
Exercise: The Multiple-Path Flow Chart	278	(1)
Exercise: Choosing an Adequate Control Mechanism	278	(3)
Part III---PRACTICAL CONSIDERATIONS: KEEPING THE DEPARTMENT RUNNING SMOOTHLY	281	(234)
Budgeting: Controlling the Ultimate Resource	283	(34)
Uses of the Budget	284	(1)
Budget Periods	285	(1)
Types of Budgets	286	(3)
Approaches to Budgeting	289	(2)
The Budgetary process	291	(2)
Capital Expenses	293	(2)
Supplies and Other Expenses	295	(2)
The Personnel Budget	297	(4)
Direct and Indirect Expenses	301	(1)
Budget Justification	302	(5)
Budget Variances	307	(2)
Exercise: Adjusting the Budget	309	(2)
Sample Operating Budget---Department of Physical Therapy	311	(1)
Exercise: Belt-Tightening---More Budget Adjustments	312	(1)
Sample Medical Record Department Budget	312	(5)
Committees and Teams	317	(34)
The Nature of Committees	318	(3)
The Purposes and Uses of Committees	321	(4)
Limitations and Disadvantages of Committees	325	(2)
Enhancement of Committee Effectiveness	327	(3)
The Committee Chairperson	330	(3)
Minutes and Proceedings	333	(6)
Where Do Teams Fit In?	339	(3)
As Employee Involvement Increases	342	(1)
Employee Teams and Their Future	342	(4)
Exercise: Committee Structures	346	(1)
Case: The Employee-Retention Committee Meeting	347	(4)
Adaptation, Motivation, and Conflict Management	351	(36)
Adaptation and Motivation	351	(4)
Patterns of Accommodation	355	(1)
Theories of Motivation	356	(2)
Conflict	358	(1)
Organizational Conflict	359	(9)
The Labor Union and the Collective Bargaining Agreement	368	(1)
Case: A Matter of Motivation: The Delayed Promotion	369	(1)
Case and Exercise: Charting a Course for Conflict Resolution: ``It's a Policy''	370	(2)
Appendix 10--A: Sample Collective Bargaining Agreement	372	(15)
Authority, Leadership, and Supervision	387	(56)
The Concept of Power	388	(1)
The Concept of Influence	389	(1)
The Concept of Formal Authority	389	(1)
The Importance of Authority	390	(1)
Sources of Power, Influence, and Authority	391	(7)
Restrictions on the Use of Authority	398	(1)
Leadership	399	(7)
Mentoring	406	(7)
Orders and Directives	413	(1)
Discipline	414	(3)
Training	417	(8)
Case: Authority and Leadership---Rising From the Ranks	425	(1)
Case: Discipline and Documentation---Here She Goes Again	426	(4)
Appendix 11--A: Job Description, Health Information Management	430	(7)
Appendix 11--B: Training Design: Release of Information	437	(6)
Human Resource Management: A Line Manager's Perspective	443	(24)
``Personnel'' Equals People	443	(1)
A Vital Staff Function	444	(1)
A Service of Increasing Value	445	(2)
Learning About Your Human Resource Department	447	(5)
Putting the Human Resource Department to Work	452	(4)
Wanted: Well-Considered Input	456	(1)
Understanding Why as Well as What	456	(2)
Legal Guides for Managerial Behavior	458	(4)
Emphasis on Service	462	(1)
Case: With Friends Like This	463	(1)
Case: The Managerial ``Hot Seat''	464	(3)
Communication: The Glue That Binds Us Together	467	(20)
A Working Definition	468	(1)
Personal and Small Group Communication	468	(7)
Communication in Organizations	475	(8)
Case: The Long, Loud Silence	483	(1)
Case: Your Word Against His	484	(3)
Day-to-Day Management for the Health Professional-as-Manager	487	(28)
The Health Professional as Manager	487	(8)
The Professional Managing the Professional	495	(16)
Case: Professional Behavior---The Bumping Game	511	(2)
Case: Delegation Difficulties---The Ineffective Subordinate	513	(2)
Index	515