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Management Principles For Health Professionals / Edition 6

Management Principles For Health Professionals / Edition 6

by Joan Gratto Liebler

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ISBN-10: 144961468X

ISBN-13: 9781449614683

Pub. Date: 05/18/2011

Publisher: Jones & Bartlett Learning

Management Principles for Health Professionals is a practical guide for new or future practicing healthcare managers. The 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 health care settings. Students


Management Principles for Health Professionals is a practical guide for new or future practicing healthcare managers. The 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 health care settings. Students will learn proven management concepts, techniques, models, and tools for managing individuals or teams with skill and ease.

The Sixth Edition is loaded with all-new examples from real-world healthcare settings and covers many current topics such as:

? Emerging implications of the Patient Protection and Affordable Care Act of 2010.
? A template to track the areas of impact of this major law is presented; this enables a manager to identify the topics to monitor and to prepare responses to changes as they unfold.
? Developments concerning electronic health record initiatives
? Adapting and revitalizing one’s career;
? Information concerning various staffing alternatives such as outsourcing and telecommuting, and updates the material concerning job descriptions and their application. New material has been added in the section on consultant's contracts and reports.
? Patient privacy and the detection and prevention of medical identity theft,
and much more.

Product Details

Jones & Bartlett Learning
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Product dimensions:
6.00(w) x 9.00(h) x 1.40(d)

Table of Contents

About the Authors xiii

What's New in the Seventh Edition xiv

Chapter 1 The Dynamic Environment of Health Care 1

The Dynamic Environment of Health Care 1

Client/Patient Characteristics 2

Trends Relating to Practitionets and Caregivers 3

The Healthcare Setting: Formal Organizational Patterns and Levels of Care 5

Laws, Regulations, and Accrediting Standards 8

The Impact of Technology 10

Reimbursement and Patterns of Payment 13

The Managed Care Era 15

Who is Really Paying the Bills? 18

Reimbursement System Weaknesses 20

Social and Ethical Factors 21

The Role Set of the Healthcare Practitioner as Manager 22

Management as an Art and a Science 24

Exercise: Becoming a Split-Department Manager 25

Notes 26

Chapter 2 The Challenge of Change 27

The Impact of Change 27

The Manager as Change Agent 27

Review of Successful Change 28

Change and Resistance to Change 38

One More Challenge: The Patient Protection and Affordable Gate Act of 2010 46

Case: In Need of Improvement? 48

Chapter 3 Organizational Adaptation and Survival 51

The Organization as a Total System 51

The History of Management 52

The Systems Approach 54

Formal Versus Informal Organizations 58

Classification of Organizations 60

Classification of Healthcare Organizations 62

Classic Bureaucracy 63

Consequences of Organizational Form 65

The Clientele Network 66

Clients 67

Suppliers 68

Advisers 71

Controllers 72

Adversaries 73

Coalitions for Building Community and Client Involvement 75

Example of Clientele Network for a Physical Therapy Unit 76

Introducing Organizational Survival Strategies 78

Bureaucratic Imperialism 79

Co-Optation 80

Hibernation and Adaptation 82

Goal Succession, Multiplication, and Expansion 84

Organizational Life Cycle 86

Notes 94

Chapter 4 Leadership and the Manager 95

Change and the Manager 95

Why Follow the Manager? The Concept of Power 97

The Concept of Influence 98

The Concept of Formal Authority 98

The Importance of Authority 99

Sources of Power, Influence, and Authority 99

Restrictions on the Use of Authority 105

Importance of Delegation 106

Leadership 109

Some Final Thoughts about Authentic Personal Leadership 120

Case: Authority and Leadership: Rising from the Ranks 122

Case: Discipline and Documentation-Here She Goes Again 123

Notes 124

Planning and Decision Making 125

Characteristics of Planning 126

Participants in Planning 126

The Planning Process 127

Planning Constraints or Boundaries 128

Characteristics of Effective Plans 130

Core Values, Philosophy, Heritage Statement, and Mission 133

Overall Goals 136

Objectives 136

Functional Objectives 138

Policies 139

Procedures 141

Methods 146

Rules 146

Project Planning 146

Elements and Examples of Major Projects 147

The Plan and the Process 156

Decision Making 157

Decision-Making Tools and Techniques 161

Exercise: From Intent to Action: The Planning Path 164

Exercise: Plans Are What? 164

Exercise: Goals. Objectives, and Procedures 164

Case: Paid to Make Decisions? 165

Notes 166

Organizing and Staffing 167

The Process of Organizing 168

Fundamental Concepts and Principles 169

The Span of Management 171

Line and Staff Relationships 172

The Dual Pyramid form of Organization in Health Care 175

Basic Departmentation 177

Specific Scheduling 179

Flexibility in Organizational Structure 180

The Organizational Chart 187

The Job Description 191

The Management Inventory 198

The Credentialed Practitioner as Consultant 199

The Independent Contractor 199

Guidelines for Contracts and Reports 200

Exercise: Creating Organizational Charts 201

Exercise: Developing a Job Description 202

Appendix 6-A Sample Contract for a Health Information Consultant 203

Appendix 6-B Sample Cover Letter and Report 207

Chapter 7 Committees and Teams 213

The Nature of Committees 215

The Purposes and Uses of Committees 217

Limitations and Disadvantages of Committees 220

Enhancement of Committee Effectiveness 222

The Committee Chairperson 226

Committee Member Orientation 229

Minutes and Proceedings 230

Where Do Teams Fit In? 233

As Employee Involvement Increases 235

Employee Teams and Their Future 236

Exercise: Committee Structures 240

Case: The Employee Retention Committee Meeting 240

Chapter 8 Budget Planning and Implementation 243

The Revenue Cycle 243

The Budget 245

Uses of the Budget 246

Budget Periods 246

Types of Budgets 248

Approaches to Budgeting 251

The Budgetary Process 253

Capital Expenses 257

Supplies and Other Expenses 257

The Personnel Budget 261

Direct and Indirect Expenses 265

Budget Justification 265

Budget Variances 266

The General Audit 268

Sample Budget: Health Information Service 269

Exercise: Adjusting the Budget 272

Chapter 9 Training and Development: The Backbone of Motivation and Retention 275

Employee Development 275

Orientation 276

Training 286

Mentoring 297

Clinical Affiliation/Clinical Practice Program and Contract 298

Exercise: What to Do When Budget Cutting Threatens Training? 300

Case: The Department's "Know-It-AH" 300

Appendix 9-A Training Design: Release of Information 303

Chapter 10 Adaptation, Motivation, and Conflict Management 307

Adaptation and Motivation 307

Theories of Motivation 310

Practical Strategies for Employee Motivation 312

Appreciative Inquiry 315

Motivation and Downsizing 317

Conflict 322

Organizational Conflict 323

Discipline 330

The Labor Union and the Collective Bargaining Agreement 339

Labor Unions in Health Care: Trends and Indicators 340

Case: A Matter of Motivation: The Delayed Promotion 341

Case: Charting a Course for Conflict Resolution-"It's a Policy" 342

Notes 343

Appendix 10-A Sample Collective Bargaining Agreement 344

Chapter 11 Communication: The Glue That Binds Us Together 359

A Complex Process 359

Communication and the Individual Manager 360

Verbal (Oral) Communication 363

Written Communication 371

Communication in Organizations 380

Orders and Directives 384

Case: The Long, Loud Silence 386

Case: Your Word Against His 386

Notes 387

Chapter 12 The Middle Manager and Documentation of Critical Management Processes 389

The Strategic Plan 390

The Annual Report 393

The Executive Summary 394

Major Project Proposal 394

Business Planning for Independent Practice 396

The Due Diligence Review 400

Exercise: Preparing Your Business Plan 402

Appendix 12-A Newman Eldercare Services, Inc.: Strategic Plan 403

Appendix 12-B Annual Report of the Health Information Services 407

Appendix 12-C Executive Summary: Annual Report of the Health Information Services 410

Appendix 12-D Sample Project Proposal for Funding 412

Chapter 13 Improving Performance and Controlling the Critical Cycle 417

Quality, Excellence, and Continuous Performance Improvement 417

The Search for Excellence: A Long and Varied History 419

The Management Function of Controlling 426

Benchmarking 432

Tools of Control 434

The Critical Cycle 440

Exercise: Choosing an Adequate Control Mechanism-What Fits Best? 441

Exercise: Promoting Total Qualify Management 442

Note 442

Chapter 14 Human Resources Management: A Line Manager's Perspective 443

"Personnel" Equals People 443

A Vital Staff Function 444

A Service of Increasing Value 445

Increase in Employee-Related Tasks 445

Learning about Your Human Resources Department 447

Putting the Human Resources Department to Work 451

Some Specific Action Steps 452

Further Use of Human Resources 454

Wanted: Weil-Considered Input 455

Understanding Why as Well as What 455

Legal Guides for Managerial Behavior 457

An Increasingly Legalistic Environment 463

Emphasis on Service 464

Case: With Friends Like This 464

Case: The Managerial "Hot Seat" 465

Note 466

Chapter 15 Day-to-Day Management for the Health Professional-as-Manager 467

A Second and Parallel Career 468

Two Hats: Specialist and Manager 468

A Constant Balancing Act 471

The Ego Barrier 472

The Professional Managing the Professional 474

Leadership and the Professional 478

Some Assumptions about People 479

Style and Circumstances 480

The Professional and Change 481

Methods Improvement 483

Employee Problems 484

Communication and the Language of the Professional 484

An Open-Ended Task 486

The Next Step? 487

Case: Professional Behavior-The Bumping Game 492

Case: Delegation Difficulties-The Ineffective Subordinate 494

Notes 495

Index 497

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