9780834212459

Management Principles for Health Professionals

by
  • ISBN13:

    9780834212459

  • ISBN10:

    0834212455

  • Edition: 3rd
  • Format: Paperback
  • Copyright: 1999-08-01
  • Publisher: JONES & BARTLETT PUB
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Supplemental Materials

What is included with this book?

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

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