Top
A HeadPreface
A HeadAbout the Author
PartI Fundamentals for the Supervisor
Chapter1 Do You Really Want to be a Supervisor?
Chapter2 Customer Service
Chapter3 Basic Management Functions
Chapter4 Reengineering, Mergers, and the Supervisor
Chapter5 Position Descriptions and Performance Standards
Chapter6 Policies and Policy-Making
Chapter7 The Supervisor's Legal Environment
Chapter8 Personnel Recruitment
Chapter9 Interviewing and Employee Selection
Chapter10 Orientation and Training of New Employees
Chapter11 Team Leadership
Chapter12 Safety and Workplace Violence
PartII Leading People
Chapter13 Leaders and Managers
Chapter14 Coaching and Counseling
Chapter15 Motivation, Reward, and Recognition
Chapter16 Performance Feedback
Chapter17 Disciplining: Correction of Behavior
Chapter18 Cultural Diversity: Managing the Changing Workforce
Chapter19 Conflict and Confrontation
Chapter20 Employees with Problems
Chapter21 Managing Difficult Employees
Chapter22 Complaints, Grievances, and Appeals
Chapter23 Personnel Retention
Chapter24 Privacy and Confidentiality, Employees and Clients
PartIII Health Care Cost Control
Chapter25 Managed Care
Chapter26 Budgets and Cost Control
PartIV Developing Employees
Chapter27 Change as a Way of Life
Chapter28 Staff Development
Chapter29 Delegation and Empowerment
PartV Special Supervisory Skills
Chapter30 Spoken Communication
Chapter31 Written Communication
Chapter32 Holding Effective Meetings
Chapter33 Decision-Making and Problem Solving
Chapter34 Time Management
PartVI The Supervisor's Continuing Development
Chapter35 Coping with Stress and Burnout
Chapter36 The Supervisor's Career Development
Chapter37 Politics, Networks, and the Supervisor's Future
