DETAILED CONTENTS. Preface...xv Acknowledgments...xix

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1 DETAILED CONTENTS Preface...xv Acknowledgments...xix Chapter 1 Health, Healthcare, and Healthcare Organizations... 1 Health and What Determines It... 2 The Force Field Model of Health... 3 Health Services... 7 Healthcare Organizations... 7 The Environment of Healthcare Organizations... 8 Healthcare Issues, Trends, and Future Developments Healthcare Management Jobs and Careers Chapter 2 Management What Is Management? The History and Evolution of Management Theory Taylor and Scientific Management Fayol and Administrative Theory Mayo and Human Relations Gulick and Management Functions Weber and Bureaucratic Theory Contingency Theory ix

2 x Detailed Contents Katz and Management Skills Institutional Theory Mintzberg and Management Roles Complex Adaptive Systems Do Managers All Manage the Same Way? Chapter 3 Planning What Is Planning? Strategic Planning Strategy Planning at Lower Levels Project Planning and Management Business Plans Data and Information for Planning Concluding Thoughts About Planning Chapter 4 Organizing: Jobs, Positions, and Departments Organizations Systems Open and Closed Systems Organizing Work in Healthcare Organizations Organizing Tasks into Jobs and Positions Organizing an HCO s Jobs and Positions into Departments Coordinating Jobs and Positions in an HCO Factors That Influence Organizing Work External Factors Internal Factors A Few Complications Informal Organizations Contract Workers Unionized Workers Physicians as Workers Chapter 5 Organizing: Organizations Organization Structures Functional Divisional Matrix Parallel Modular (Virtual Network) Governing Body Coordination Within an HCO... 91

3 Detailed Contents xi Linking an HCO with Other Organizations and Its Environment Complications Physicians and the Medical Staff in an HCO Contract Departments Chapter 6 Organizing: Groups and Teams Reasons for Groups and Teams Groups in Healthcare Organizations Purpose and Structures of Groups Purpose Size Membership Relation to the Organization Hierarchy Authority Leader or Chairperson Culture Processes of Groups and Teams Developing Leading Communicating and Interacting Decision Making Learning Effective Groups and Teams Managers Guidelines for Effective Meetings Chapter 7 Staffing: Obtaining Employees Staffing Processes Managers and the Human Resources Department Laws and Regulations Planning for Staff Designing Jobs and Work Job Analysis Work Rules and Schedules Hiring Staff Recruiting Selecting Chapter 8 Staffing: Retaining Employees Training and Developing Staff Orientation for New Employees Training Appraising Performance

4 xii Detailed Contents Compensating Staff How Is Pay Determined? How Are Benefits Determined? Protecting Staff Onboarding Chapter 9 Leading: Theories and Models What Is Leadership? Leadership Theories and Models Trait Theory Skill Theory Behavior Theory Contingencies Theory X, Theory Y, and Theory Z Transactional and Transformational Leadership Servant Leadership Collaborative Leadership Leading in a Professional Bureaucracy Chapter 10 Leading: Motivating and Influencing Motivation Theory and Models Maslow s Hierarchy of Needs Theory Alderfer s ERG Theory McClelland s Learned Needs Theory Herzberg s Two Factors Theory Vroom s Expectancy Theory Adams s Equity Theory Locke s Goal-Setting Theory Skinner s Reinforcement Theory Power and Politics Sources and Types of Power Organizational Politics When Will Power Be Used? When Will Power Be Abused? Chapter 11 Leading: Culture and Ethics What Is Culture? What Causes and Creates Culture? Purpose and Benefits of Culture Interpreting Culture Subcultures

5 Detailed Contents xiii Managing and Shaping Culture What Is Ethics? Ethics Problems Sources of Ethics Creating and Maintaining Ethics in an HCO Chapter 12 Controlling and Improving Performance What Is Control? Control in HCOs A Three-Step Control Method Step 1: Set Standards and Expectations Step 2: Monitor and Judge Performance Step 3: Make Improvements with Corrective Action Related Approaches to Control and Performance Improvement Controlling People Chapter 13 Making Decisions and Solving Problems Decision Making and Decisions Who Makes Decisions? Methods for Making Decisions Rational Decision Making Limits of Rational Decision Making Satisficing Intuition Incremental Evidence-Based Decision Making Political Garbage Can Barriers to Effective Decision Making Trends in Decision Making Resolving Conflict Causes of Conflict Interpersonal Conflict Resolution Styles Suggestions for Managing Conflict Chapter 14 Managing Change Change in HCOs Radical and Incremental Change Resistance to Change Why People Resist Change Organization Characteristics That May Impede Change

6 xiv Detailed Contents Healthcare Characteristics That Impede Change How People Resist Change How to Overcome Resistance to Change Managing Organizational Change Small-Scale Change Eight-Step Approach to Large-Scale Change Chapter 15 Professionalism and Communication Professionalism Emotional Intelligence Cultural Competence Communication Types of Communication Directions of Communication The Communication Process Tips for Effective Communication A Management Example: Partners HealthCare Integrative Case Studies Real-World Applied Integrative Projects Useful Websites for Healthcare Management Your Management Toolbox Glossary References About the Author