Handbook for the New Health Care Manager / Edition 2

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Overview

It has been nearly a decade since the first edition of the Handbook for the New Health Care Manager was published. During that time, dramatic changes have taken place in the health care industry and particularly in health care management. Written as a hands-on guide for both novice and seasoned managers, the Handbook for the New Health Care Manager, Second Edition offers a wealth of practical strategies, procedures, and methods that are designed to meet the myriad challenges of today's health care marketplace.

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Editorial Reviews

From Barnes & Noble
"Provides a wealth of practical, helpful information for today's health care manager at all levels of the organization. His insights get right to the heart of effective managerial problem solving."
--Frederick Malphurs, director, VA Upstate New York Healthcare Network, Albany New York

"Succeeds in combining solid academic knowledge with real world experience. This is an essential book for the healthcare manager as a text and as a day-to-day guide for most management situations."
--Paul J. Hensler, administrator, UCSD Thornton Hospital, University of California, San Diego

"Don Lombardi's manual has always been our organization's source for emergency guidance."
--Msgr. Dennis J. Mahon, CEO, Catholic Community Services, Newark, New Jersey

Doody's Review Service
Reviewer: Dale W. Davenport, BS, MHSA (Creighton University Medical Center)
Description: This is a comprehensive management primer for the new healthcare supervisor and an up-to-date ready reference for the seasoned veteran. The book provides practical insights, effective strategies, and relevant tools for dealing with the myriad of issues confronting the healthcare manager.
Purpose: The principal purpose is to provide field-proven methods to analyze and effectively address critical management and leadership challenges confronting the new manager. The author attempts to provide a template to assist the newly appointed manager in analyzing the performance of the organization. The author then offers a framework for addressing organizational and individual performance deficiencies. This book very capably accomplishes its purpose. It provides practical and realistic solutions to serious problems that all managers will face throughout their management tenure. The author avoids theoretical discussions regarding the differences between management and leadership. Instead, he maintains a keen focus on addressing everyday problems and offers realistic solutions that can be implemented immediately. I found the chapters on how to deal with non-players and ineffective performers to be extremely useful.
Audience: Although the book (and the title) focus on the new healthcare manager, the audience clearly includes experienced managers who need a refresher course to refine their problem-solving skills. After 25 years of healthcare management experience at all organizational levels, I found the book to be extremely useful in reassessing my analytical and personnel management skills. The author is a noted consultant in healthcare management. I have read several of his books and consider this to be one of the most relevant and useful. He offers keen insights in addressing common and complex problems that all healthcare managers must confront daily.
Features: I particularly like the well-indexed table of contents that enables readers to quickly identify the subject of their concern. The appendixes are also valuable reference tools that offer a streamlined approach to deal with varied issues including analyzing organizational effectiveness and conducting meaningful personnel performance reviews. There is also a very useful guide to improve the manager's skill in selecting the best employees.
Assessment: Although there are many excellent books to help the new manager better understand the healthcare environment, I know of no book that better prepares the new manager to hit the ground running. This book will have a prominent spot on my reference shelf.
Booknews
Offers practical strategies, procedures, and methods for leading within a health care organization, providing guidelines for goal setting and performance assessment, effective use of e-mail, and encouraging employee accountability and innovation. The second edition adds chapters that address the charge of the health care manager to negotiate issues, introduce change, and handle the resistance and nonperformance of marginal staff members. Annotation c. Book News, Inc., Portland, OR (booknews.com)

3 Stars from Doody
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Product Details

  • ISBN-13: 9780787955601
  • Publisher: Wiley
  • Publication date: 3/29/2001
  • Series: J-B AHA Press Series , #6
  • Edition description: REV
  • Edition number: 2
  • Pages: 512
  • Product dimensions: 6.00 (w) x 9.00 (h) x 1.14 (d)

Meet the Author

DONALD N. LOMBARDI is associate academic director of Seton Hall University and the principal partner of CHR/InterVista, a health care management consulting firm in Mt. Arlington, New Jersey.

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Read an Excerpt

Chapter 1: Understanding and Undertaking the Role of Health Care Manager

As a new health care manager, you have undertaken a critical role in one of the most essential endeavors in a humane society-the delivery of health care services. You have entered this very demanding, challenging, and rewarding field at a time of great change and active growth. In its desire to rise to the challenges of this field, your organization has many expectations of you. Perhaps the expectation that is most encouraging to you personally is that the organization wants you to succeed. The organization looks good when a new manager succeeds, as success is an attestation to the institution's good judgment, its collective expertise, and its ability to develop talent and maintain organizational integrity. Conversely, when a manager fails, morale and organizational credibility are put at risk. Therefore, your organization has a vested interest in your success and will do everything possible to ensure that your term as a manager is productive.

The organization has many methods of supporting you and helping you attain success as a health care manager. First, it has an informal support system in place and ready for your use. This support system includes your own manager, who will be your primary mentor and advisor as you enter the management field. It also includes your colleagues, your peers on the management team who for the most part will encourage your efforts and provide the benefit of their health care management expertise. The organization will provide you with support in the form of positive role models who will offer you a perspective on what works successfully in management and a frame of reference that you can draw from and apply to your own management responsibilities. By their words and actions, leaders within the organization will guide you to develop your own management approaches and leadership style. Your organization also should have a formal support system of management development programs and leadership education that should assist your initial efforts as a health care manager. But in absorbing the advice of colleagues and trainers, as well as the advice in this book, do not assume that your efforts to succeed will culminate in finding one particular style of leadership or one set of management applications that will suit all circumstances and situations-nothing could be further from the truth. You will create your own style of leadership, develop sound, comfortable, and effective management strategies, and be prepared to react positively to changing circumstances or particular nuances of your management position. Many of your first-year experiences as a health care manager will provide the insight and framework you need to develop your own leadership style and management strategies. In facing these experiences with the same desire and professional interest that enabled you to attain a management position, you'll benefit practically in developing a progressive approach that will work well for you.

Throughout this book, I present a wide range of management strategies and leadership applications that are immediately adaptable and applicable to your management role.. I do not offer magical solutions or present secret formulas for health care management. Rather, I describe a number of effective methods and approaches used by health care managers that have been refined through the process of trial and error. By understanding the material, adopting the strategies that seem most appropriate to your situation, and applying them to your everyday managerial responsibilities, you will take the first step toward successful health care management.

A logical starting point is to examine the health care environment and provide an overview of essential dynamics that will bear on your everyday responsibilities. Within this context, I discuss some basic characteristics needed by a successful health care manager in responding to customer demand and other forces for change. I then shift to the key elements that facilitate the transition from health care professional to health care manager. Because this transition may be difficult for many new health care managers, I provide a positive, progressive orientation to the management field and identify four shifts in perspective and critical skills that new managers must bring to their roles.

The Environmental Context of Health Care Management

The new health care manager must deal with a wide range of expectations from the external environment of the customerpatient community and the internal environment of the health care organization. Both environments impose pressing demands on the health care delivery system, thereby directly and indirectly affecting not only the health care manager's performance but also that of the manager's professional staff. It is important first to understand how these environmental dynamics affect your management activities and, second, to appreciate the increasing intensity of these dynamics as they impact you and your organization.

Effective health care organizations recognize that the customerpatient now has a wider choice of service options and pays more proportionately for those services. The customer-patient must be the organization's top priority and, by extension, your own first concern as a health care manager. However, organizations that consider customer-patient needs secondary to internal dynamics ("business-as-usual" practices) and egocentric institutional politics are destined for failure and closure.

Responding to Public Scrutiny, Customer Expectation, and Demand Three critical dynamics figure prominently in the changing external environment of health care organizations: public scrutiny, customer expectation, and customer demand. Public scrutiny of health care institutions is at an all-time high...

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Table of Contents

HEALTH CARE LEADERSHIP IMPERATIVES.

Understanding and Undertaking the Role of Health Care Manager.

Making the Transition.

Establishing a Progressive Work Environment.

Managing the Nonplayers.

Leading Through Conflict, Change, and Crisis.

Orchestrating Progressive Team Action and Individual Performance.

Strategic Analysis and Decision Making.

Exemplifying Leadership Presence and Guidance.

Case Study: Carolina Hospital Student Health Center.

MANAGEMENT STRATEGIES.

Encouraging Creativity.

Selecting and Hiring Top Performers.

Performance Evaluation.

Negotiation Strategies.

Balancing "Administrivia" and Progressive Action.

Education and Development.

Communication.

Case Study: Jersey Medical Center Community Relations Office.

RESOURCES.

Appendix A: Analytical Planning and Decision-Making Tools.

Appendix B: Structured Selection and Behavioral Interviewing System.

Appendix C: Mentoring and Management Guidesheets.

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