Umiker's Management Skills for the New Health Care Supervisor / Edition 7

by Charles R. McConnell

Overview

Today’s healthcare supervisors are continually faced with smaller budgets, fewer workers, and greater responsibilities. The seventh edition of Umiker’s Management Skills for the New Health Care Supervisor continues to provide valuable information for future healthcare managers and supervisors who must address these challenges daily. Written primarily for those who have little to no management training, Umiker’s offers practical suggestions for improving effectiveness, both as a supervisor and as an organization. Ideal for students in undergraduate, community, and career college programs, author Charles R. McConnell maintains Dr. William Umiker’s clear, jargon-free writing style. The Seventh Edition includes a new chapter on “Supervising in a Union Environment” that explores why employees turn to unions, how supervisors must act during union organizing, and how a supervisor’s role is affected when it becomes necessary to interact with a union on a day-to-day basis. This revision also offers new examples, case scenarios, or expanded information on many topics including: basic management functions, the origins of performance standards, the interview process, workplace safety, motivational theory, chronic absenteeism, stress and decision making, the Balanced Budget Act of 1997, and the Affordable Care Act of 2010.

Product Details

ISBN-13:	9781284121322
Publisher:	Jones & Bartlett Learning
Publication date:	12/16/2016
Pages:	568
Product dimensions:	6.00(w) x 8.90(h) x 1.40(d)

About the Author

Charles R. McConnell started his professional career in industrial and management engineering, followed by 29 years in human resources management in the healthcare industry. During those years he served as a human resources manager for affiliated organizations of a multi-facility healthcare system based in Rochester, New York, and earlier as a senior consultant with the Management and Planning Services division of the Hospital Association of New York State. He currently is an independent human resources and editorial consultant who has published more than 20 books and numerous articles, and serves as editor of a quarterly professional journal. He holds a BS in engineering and an MBA from the State University of New York at Buffalo, and has served as adjunct faculty at several colleges.

Table of Contents

Part I Fundamentals for the Supervisor
Chapter 1 Do You Really Want To Be a Supervisor?
Chapter 2 Customer Service
Chapter 3 Basic Management Functions
Chapter 4 Reengineering, Mergers, and the Supervisor
Chapter 5 Position Descriptions and Performance Standards
Chapter 6 Policies and Policy Making
Chapter 7 The Supervisor’s Legal Environment
Chapter 8 Personnel Recruitment
Chapter 9 Interviewing and Employee Selection
Chapter 10 Orientation and Training of New Employees
Chapter 11 Team Leadership
Chapter 12 Safety and Workplace Violence
Part II Leading People
Chapter 14 Coaching and Consulting
Chapter 15 Motivation, Reward, and Recognition
Chapter 16 Performance Feedback
Chapter 17 Disciplining: Correction of Behavior
Chapter 18 Cultural Diversity: Managing the Changing Workforce
Chapter 19 Conflict and Confrontation
Chapter 20 Employees with Problems
Chapter 21 Managing Difficult Employees
Chapter 22 Complaints, Grievances, and Appeals
Chapter 23 Personnel Retention
Chapter 24 Privacy and Confidentiality: Employees and Clients
Part III Healthcare Cost Control
Chapter 25 Managed Care
Chapter 26 Budgets and Cost Control
Part IV Developing Employees
Chapter 27 Change as a Way of Life
Chapter 28 Staff Development
Chapter 29 Delegation and Empowerment
Part V Special Supervisory Skills
Chapter 30 Spoken Communication
Chapter 31 Written Communication
Chapter 32 Holding Effective Meetings
Chapter 33 Decision Making and Problem Solving
Chapter 34 Time Management
Chapter 35 Coping with Stress and Burnout
Chapter 36 Supervising in a Union Environment
Part VI The Supervisor’s Continuing Development
Chapter 37 The Supervisor’s Future

Editorial Reviews

Reviewer: Cynthia Cummings, EdD, RN, CHSE, CNE (University of North Florida Brooks College of Health)
Description: This seventh edition of an excellent resource for managers in healthcare has some important additions, such as case studies, exercises, and updated questions. The topics it covers range from "Why do you want to be a supervisor?" to "Future career development."
Purpose: The purpose is to provide needed, in-depth information about managing employees and working with a variety of disciplines in healthcare.
Audience: The author states that the book is written for healthcare workers who have little or no management training and are interested in healthcare management. However, it is helpful for all managers who may be experiencing some of the situations the book addresses.
Features: The book covers all key concepts related to healthcare management. There are sections on relationships, some with employees, some with administration, and some with other departments. Communication issues, change, and even unions are addressed. Each chapter begins with key concepts and includes exercises, questions, and case studies for further enhancement.
Assessment: This is a comprehensive, well-written, and insightful book. It covers a wide variety of pertinent topics, such as change, discipline problems, communication both spoken and written, holding meetings, burnout, and the union environment. The author has done an excellent job enhancing this edition and discussing current applications. The author covers everything necessary to be an effective manager — all healthcare supervisors should use this book.

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