Dunn and Haimann's Healthcare Management / Edition 9

by Rose Dunn, Theo Haimann

Overview

Managing in a healthcare organization requires fine-tuned skills. Charged with "getting things done," managers are at the center of all the changes affecting healthcare delivery.

Dunn and Haimann's Healthcare Management will help readers gain the skills they need, to motivate their teams to meet increasing demands. The book uses the functions of management- planning, organizing, staffing, influencing, and controlling-as the primary framework for explaining the supervisor role. The details of each function are explained and illustrated with examples of common situations. The concept of authority is also weaved throughout the book.

This new edition includes:

Additional material on ethics and ethical decision making

Additional management theory including the Parity Principle and Role Theory

Expanded coverage of hiring and manning a diverse workforce

Updated information about labor unions and grievances

Information about die supervisor's role in regard to medical identity theft and e-discovery

New tools and templates, including a sample telecommuting agreement

Updated charts and figures and additional reading suggestions

Product Details

ISBN-13:	9781567933581
Publisher:	Health Administration Press
Publication date:	07/01/2010
Edition description:	Older Edition
Pages:	733
Product dimensions:	7.20(w) x 10.20(h) x 1.90(d)

Table of Contents

Preface xv

Part I Stepping into Management 1

1 The Supervisor's Job, Roles, Functions, and Authority 3

The Healthcare Perspective 3

The Demands of the Supervisory Position 6

The Managerial Aspects of the Supervisory Position 11

The Meaning of Management 12

Managerial Skills and Technical Skills 13

Managerial Functions and Authority 16

Expect Surprises 21

Benefits of Better Management 22

2 The Theories and History of Management 25

Industrial Revolution (1700s-1800s) 25

Classical School (1800s-1950s) 26

Human Relations Movement (1930-Present) 30

Human Resources School (1950-Present) 31

Contemporary Management Theories (1940s-Present) 32

Part II Connective Processes 41

3 Decision Making 43

Programmed and Non-Programmed Decisions 44

The Importance of Decision-Making Skills 45

4 Coordinating Organizational Activities 55

The Meaning of Coordination 56

Coordination and Cooperation 57

Difficulties in Attaining Coordination 59

Coordination and Managerial Functions 60

Coordination and Decision Making 61

Coordination and Communication 61

Dimensions of Coordination 62

5 Communicating 67

The Nature of Communication 69

Communication Network 71

Formal Channels 71

Communication Media 75

The Manager's Role in Communication 80

Barriers to Communication 81

Overcoming Barriers to Improve Communication Effectiveness 85

The Grapevine: The Informal Communication Network 89

6 Legal Aspects of the Healthcare Setting 99

Liability 100

Personnel-Related Regulations 114

Part III Planning 123

7 Managerial Planning 125

The Nature of Planning 126

Forecasting Future Trends 127

Supervisory Forecasts 129

Benefits of Planning 131

The Strategic Planning Process 132

The Use of Objectives in Planning 142

Monitoring the Effectiveness of the Strategic Plan 145

8 Tactical Considerations in Planning 157

The Supervisor as a Change Agent 157

Planning Strategies 158

9 Planning Tools 173

Policies 174

Procedures 179

Methods 181

Rules 182

Work Simplification 183

Organizational Manuals 184

Programs and Projects 186

Budgets 188

10 Time Management Techniques 199

Use of Time 200

Time-Use Chart 202

Managing the Employees' Time 205

Part IV Organizing 209

11 Fundamental Concepts of Organizing 211

Formal Organization Theory 212

Authority and Span of Control 213

Authority 214

Line of Staff 222

Span of Management 229

12 Division of Work and Departmentalization 241

Division of Work or Job Specialization 242

Departmentalization 244

Organizing at the Supervisory Level 252

Departmental Organizational Structure 253

Organization and Personnel 257

Organizational Design 257

Organizational Charts 263

13 Delegation of Authority 271

The Meaning of Delegation 271

The Scalar Chain (Chain of Command) 273

Unity of Command 274

The Process of Delegation 274

Availability of Trained Subordinates 282

Selecting a Backup 283

Recognition 284

Equality of the Three Essential Parts 285

Centralization-Decentralization Continuum 286

Achieving Delegation of Authority 287

Organizational Maturity 290

Delegation and General Supervision 290

Advantages and Disadvantages of Delegation 292

14 Process of Reorganization and Tools to Improve the Process 295

Reorganization Concepts and Tools 297

Reorganization Vocabulary 299

The Supervisor's Role in Quality Management 300

What Is Quality? 301

An Example of Six Sigma 313

Six Sigma vs. Lean vs. Kaizen 316

Reengineering 317

Downsizing and Rightsizing 319

Recentralization of Authority 320

15 Committees as an Organizational Tool 323

The Nature of Committees 324

Functions of Committees 325

Benefits of Committees 326

Disadvantages of Committees 327

The Effective Operation of a Committee 329

The Committee Meeting 337

16 The Informal Organization 345

The Genesis of the Informal Group 345

Benefits Derived from Groups 346

The Informal Organization 348

The Supervisor and the Informal Organization 351

Part V Staffing: Human Resources Management 357

17 The Staffing Process 359

The Staffing Function and the Human Resources Department 360

Staffing and Legal Implications 366

Functional Authority and the Human Resources Department 368

The Supervisor's Staffing Function 368

The Organizing Side of Staffing 385

18 The Selection Process 391

Interviews 393

The Employment Interview 394

Evaluating the Applicant 406

Testing the Applicant 408

Diversity 410

Making the Decision 410

19 Performance Appraisals and Position Changes 415

The Performance Appraisal System 416

Performance Appraisal Methods 417

Performance Appraisal Purposes 418

Mentoring, Skill Building, and Succession Planning 421

Timing of Appraisals 422

Who is the Appraiser? 423

Performance Rating 425

Preparing for the Interview 433

The Appraisal Interview 435

Proper Wages, Salaries, and Benefits 439

Promotion 443

Part VI Influencing 451

20 Giving Directives and Managing Change 453

Characteristics of Good Directives 454

Directing Techniques 458

Explaining Directives 465

General Supervision Compared with No Supervision 466

Team Management 467

Change and Influencing 468

21 Leadership 481

Leadership Theories 482

Leadership Roles 485

Leadership Style 486

Energizing Staff 489

Diversity 489

Social Responsibility 492

22 Motivation 495

Theories of Motivation 495

Model of Motivational Processes 496

Perceptions, Values, and Attitudes 508

Modifying Motivational Techniques 516

Working with the Generations and Diversity 517

23 Morale 531

The Nature of Morale 532

The Level of Morale 532

Factors Influencing Morale 541

The Supervisor's Role 542

The Third Shift 541

The Effects of Morale 543

Assessing Current Morale 544

24 Discipline 563

Organizational Discipline 563

When Discipline Is Warranted 566

The Supervisor's Dilemma 574

The "Red-Hot Stove" Approach 575

Discipline Without Punishment 578

Right of Appeal 580

Part VII Controlling 583

25 Fundamentals of Control and the Controlling Function 585

The Nature of Control 586

Human Reactions to Control 586

The Supervisor and Control 587

Anticipatory Aspect of Control 587

Control Systems 590

The Feedback Model of Control 593

The Closeness of Control 595

Basic Requirements of a Control System 595

The Supervisor's Role in the Control Function 597

Benchmarking 610

26 Budgetary and Other Control Techniques 613

The Nature of Budgeting and Budgetary Control 614

The Supervisor's Concern About Budgeting 614

Numerical Terms in Budgeting 615

Making the Budget 615

Participation in Traditional Budgeting 616

Budgeting Approaches 617

Types of Budgets 620

Preparing the Budget 620

Other Budget Considerations 622

Additional Controls 627

Part VIII Labor Relations 631

27 The Labor Union and the Supervisor 633

The Nuances of Unions 634

Unionization and Labor Negotiations 635

The Supervisor and the Shop Steward 642

Employee-Friendly Legislation 644

28 Handling Grievances 647

The Shop Steward's Role 648

The Supervisor's Role 649

Non-unionized Organizations 654

29 Emerging Influences in Healthcare 657

The Force of Change 657

Changing Occupations 657

Changing Consumers and Satisfaction 659

Changing Technology and Medicine 661

Changing Economics 663

Changing Policies and Regulations 664

Changing Staff Issues 666

Changing Communication Methods 669

Changing Our Cost Structure Through Collaboration to Achieve Quality 669

A Final Word 670

Glossary 675

References 689

Index 709

About the Author 733