Management Principles for Health Professionals and Human Resource Management

Management Principles for Health Professionals

Author: Joan Gratto Liebler

Management Principles for Health Professionals is a practical guide for new or future practicing healthcare managers. They 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 healthcare settings. Readers will learn proven management concepts and techniques for managing individuals or teams with ease.

The Fifth Edition addresses the most current topics in health care such as: the manager's role as a change agent; HIPAA compliance; the changing patterns of staffing; assessing the impact and managing the changes associated with eHealth; the virtual organization; the 500-day plan; AHIMA's open membership initiative; Appreciative Inquiry and Six Sigma studies.

Table of Contents:

Preface     xi
The Changing Scene: Organizational Adaptation and Survival     1
The Changing Health Care Scene     1
Regulation of the Health Care Industry     2
The Managed Care Era     4
Capitation: A Logical Progression?     7
Provider Growth: Mergers and Affiliations     8
The Virtual Enterprise     10
Impact of Technology     10
Social and Ethical Factors     11
Introducing Organizational Survival Strategies     12
Bureaucratic Imperialism     13
Co-optation     15
Hibernation and Adaptation     17
Goal Succession, Multiplication, and Expansion  & nbsp;  18
Organizational Life Cycle     20
Exercise: Becoming a Split-Department Manager     27
Notes     29
The Challenge of Change     31
The Impact of Change     31
The Manager as Change Agent     32
Review of Successful Change     32
Change and Resistance to Change     41
Case: In Need of Improvement?     50
Today's Concept of Organizational Management     51
The Nature of Management: Art or Science?     51
Functions of theManager     52
The History of Management     55
The Systems Approach     58
Viewing the Work Organization as a Total System      65
Formal Versus Informal Organizations     67
Classification of Organizations     68
Classification of Health Care Organizations     70
Classic Bureaucracy     71
Consequences of Organizational Form     74
The Clientele Network     75
Clients     76
Suppliers     78
Advisers     80
Controllers     81
Adversaries     82
Example of Clientele Network for a Physical Therapy Unit     84
Exercise: Identifying and Describing the Management Functions     86
Notes     86
Planning     89
Characteristics of Planning     90
Participants in Pla nning     90
Planning Constraints or Boundaries     92
Characteristics of Effective Plans     95
Core Values, Philosophy, and Mission Statements     98
Overall Goals     101
Objectives     102
Functional Objectives     103
Policies     106
Procedures      110
Methods     115
Rules     116
Project Planning     116
Strategic Planning     117
The Plan and the Process     123
Space Renovation and Planning     124
Exercise: Introduction to Strategic Plan Development     124
Exercise: From Intent to Action: The Planning Path    ;  125
Notes     125
Appendix 4-A     126
Appendix 4-B     136
Decision Making     147
Definition     147
Participants in Decision Making     148
Evaluating a Decision's Importance     150
Steps in Decision Making     150
Barriers to Rational Choice     156
Bases for Decision Making     158
Decision-Making Tools and Techniques     159
Health Care Practitioners as Decision Makers     165
How Bad Decisions Get Made     166
Case: Paid to Make Decisions?     167
Exercise: The Troublesome Professional     169
Notes     170
Orga nizing     171
The Process of Organizing     172
Fundamental Concepts and Principles     173
The Span of Management     176
Line and Staff Relationships     178
The Dual Pyramid Form of Organization in Health Care     180
Basic Departmentation     182
Specific Scheduling     184
Flexibility in Organizational Structure     184
The Organizational Chart     194
The Job Description     198
The Credentialed Practitioner as Consultant     223
The Independent Contractor     223
Guidelines for Contracts and Reports     224
Exercise: Creating Organizational Charts     226
Exercise: Developing a Job Description     226
Appendix 6-A     227
Appendix 6-B     231
Improving Performance and Controlling the Critical Cycle     239
The Continuing Search for Excellence     240
The Management Function of Controlling     246
Six Sigma Strategies     249
Benchmarking     251
Tools of Control     253
The Critical Cycle     269
Exercise: The Multiple-Path Flowchart: The Purchasing Request     271
Exercise: Choosing an Adequate Control Mechanism: What Fits Best?     272
Exercise: Promoting Total Quality Management (TQM)     273
Notes     273
Budgeting: Controlling the Ulti mate Resource     275
Uses of the Budget     276
Budget Periods     277
Types of Budgets     278
Approaches to Budgeting     281
The Budgetary Process     283
Capital Expenses     287
Supplies and Other Expenses     290
The Personnel Budget     294
Direct and Indirect Expenses     298
Budget Justification     299
Budget Variances     300
The General Audit     303
Exercise: Adjusting the Budget     304
Sample Operating Budget-Department of Physical Therapy     304
Exercise: Belt Tightening-More Budget Adjustments     305
Sample Health I nformation Department Budget     306
Committees and Teams     311
The Nature of Committees     312
The Purposes and Uses of Committees     315
Limitations and Disadvantages of Committees     319
Enhancement of Committee Effectiveness     320
The Committee Chairperson     325
Committee Member Orientation     329
Minutes and Proceedings     331
Where Do Teams Fit In?     336
As Employee Involvement Increases      337
Employee Teams and Their Future     338
Exercise: Committee Structures     341
Case: The Employee-Retention Committee Meeting     342
Notes     344
Ad aptation, Motivation, and Conflict Management     345
Adaptation and Motivation     345
Patterns of Accommodation     349
Theories of Motivation     350
Practical Strategies for Employee Motivation     352
Appreciative Inquiry     354
Conflict     356
Organizational Conflict     357
The Labor Union and the Collective Bargaining Agreement     366
Case: A Matter of Motivation: The Delayed Promotion     367
Case: Charting a Course for Conflict Resolution: "It's a Policy"     368
Notes     369
Appendix 10-A     370
Training and Development: The Backbone of Motivation and Retention     385
Emplo yee Development     386
Orientation     387
Training     396
Mentoring     404
Exercise: What to Do When Budget-Cutting Threatens?     406
Case: The Department's "Know-It-All"     406
Note     408
Appendix 11-A     409
Authority, Leadership, and Supervision     415
The Concept of Power     416
The Concept of Influence     417
The Concept of Formal Authority     417
The Importance of Authority     418
Sources of Power, Influence, and Authority     419
Restrictions on the Use of Authority     425
Importance of Delegation     426
Leadersh ip     429
Orders and Directives     437
Discipline     439
Case: Authority and Leadership: Rising from the Ranks     449
Case: Discipline and Documentation-Here She Goes Again     450
Notes     451
Human Resource Management: A Line Manager's Perspective     453
"Personnel" Equals People     454
A Vital Staff Function     454
A Service of Increasing Value     455
Learning about Your Human Resource Department     457
Putting the Human Resource Department to Work     462
Some Specific Action Steps     464
Further Use of Human Resources     466
Wanted: Well-Considered Input   &n bsp; 466
Understanding Why as Well as What     467
Legal Guides for Managerial Behavior     469
An Increasingly Legalistic Environment      476
Emphasis on Service     476
Case: With Friends Like This     477
Case: The Management "Hot Seat"     478
Notes     479
Communication: The Glue that Binds Us Together     481
A Complex Process     482
Communication and the Individual Manager     483
Verbal (Oral) Communication     486
Written Communication     495
Communication in Organizations     506
Case: The Long, Loud Silence     511
Case: Your Word Against His    &nb sp;512
Instructions     513
Notes     513
Day-to-Day Management for the Professional-as-Manager     515
Two Hats: Specialist and Manager     516
A Constant Balancing Act     520
The Ego Barriers     521
The Professional Managing the Professional     523
Leadership and the Professional     528
Some Assumptions About People     529
Style and Circumstances     530
The Professional and Change     531
Methods Improvement     533
Employee Problems     533
Communication and the Language of the Professional     534
An Open-Ended Task      536
Case: Professional Behavi or-The Bumping Game     537
Case: Delegation Difficulties-The Ineffective Subordinate     538
Note     539
Index     541

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Human Resource Management

Author: John M Ivancevich

Ivancevich’s Human Resource Management, 10e takes a managerial orientation; that is it takes the position that HRM is relevant to managers in every unit, project, or team. Managers are constantly faced with HRM issues, problems, and decision-making and the text's primary goal is to show how each manager must be a human resource problem solver and diagnostician. This book pays attention to the application of HRM approaches in "real" organizational settings and situations. Realism, understanding, and critical thinking were important in the revision. Students and faculty alike have identified readability and relevance as key strengths of the text. It provides a book that stimulates ideas and keeps all users up-to-date on HRM thinking and practice.

Booknews

Outlines aspects of human resources and labor-management relations. Learning objectives, chapter outlines and summaries, application cases, boxes on career challenges, and news stories on actual companies reinforce material on legal aspects, job analysis and design, performance evaluation and compensation, and collective bargaining. Appendices discuss HRM activities measurment and career planning for students entering the field. This sixth edition includes expanded material on real-world examples and issues. Annotation c. Book News, Inc., Portland, OR (booknews.com)

Table of Contents:

Ch. 13

Pt. 1	Introduction to human resource management	1
Ch. 1	Human resource management	2
Ch. 2	Strategic management approach to human resource management	33
Ch. 3	Equal employment opportunity : legal aspects of human resource management	69
Ch. 4	Global human resource management	102
Pt. 2	Acquiring human resources	133
Ch. 5	Human resource planning and alignment	134
Ch. 6	Job analysis and design	155
Ch. 7	Recruitment	190
Ch. 8	Selection	218
Pt. 3	Rewarding human resources	253
Ch. 9	Appraising and managing performance	254
Ch. 10	Compensation : an overview	296
Ch. 11	Compensation : issues and policies	330
Ch. 12	Administering benefits and services	357
Pt. 4	Developing human resources	391
Training and development	392
Ch. 14	Career planning and development	438
Pt. 5	Labor management relations	475
Ch. 15	Labor relations and collective bargaining	476
Ch. 16	Employee rights and justice	511
Pt. 6	Protecting human resources	541
Ch. 17	Promoting safety and health	542
App. A	Measuring human resource activities	577
App. B	Sources of information about human resource management : where to find facts and figures	583
App. C	Career guidelines	587