DETAILED CONTENTS. Preface...xv Acknowledgments...xxi

Transcription

1 DETAILED CONTENTS Preface...xv Acknowledgments...xxi Chapter 1 Health, Healthcare, and Healthcare Organizations... 1 Health and What Determines It... 2 Determinants of Health... 3 Healthcare and Health Services... 7 Healthcare Organizations... 9 The External Environment of Healthcare Organizations Healthcare Trends and Future Developments Stakeholders and Expectations of HCOs 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, Urwick, and Management Functions Weber and Bureaucratic Theory ix

2 x Bertalanffy, Boulding, and Open Systems Theory Lewin and Organization Development Theory Woodward and Contingency Theory Katz and Management Skills Meyer and Rowan, DiMaggio and Powell, and Institutional Theory.43 Mintzberg and Management Roles Do All Managers Manage the Same Way? Chapter 3 Planning What Is Planning? Strategic Planning Strategic Planning Stage 1: Environmental Assessment Strategic Planning Stage 2: Organizational Direction Strategic Planning Stage 3: Strategy Formulation Strategic Planning Stage 4: Transition to Implementation Planning at Lower Levels Project Planning and Project Management Data and Information for Planning Final Thoughts About Planning Chapter 4 Organizing: Jobs, Positions, and Departments Organizations Organizing Work in Healthcare Organizations Organizing Tasks into Jobs and Positions Organizing an HCO s Jobs and Positions into Departments Factors That Influence Organizing Work External Factors Internal Factors A Few Complications Informal Organization Contract Workers Unionized Workers Medical Jobs with Physicians Chapter 5 Organizing: Organizations Organization Structures Functional Structure Divisional Structure Matrix Structure Horizontal Structure Network Structure

3 xi Hybrid Structures Governing Body Coordination Within and Beyond an HCO Coordination Structures and Processes Complications Contract Departments Physicians and the Organized Medical Staff in a Hospital Chapter 6 Organizing: Groups and Teams Groups and Teams Groups and Teams in Healthcare Organizations Structures of Groups and Teams Purpose Size Membership Relation to Organization Structure Authority Leader Culture Processes of Groups and Teams Developing Leading Communicating and Interacting Decision Making Learning Effective Groups and Teams Effective Virtual Teams Guidelines for Effective Meetings Chapter 7 Staffing: Obtaining Employees Staffing Processes Workforce Diversity and Inclusion Centralized, Decentralized, and Outsourced Staffing Laws and Regulations Planning for Staff Designing Jobs and Work Job Analysis Work Rules and Schedules Hiring Staff Recruiting Selecting

4 xii Chapter 8 Staffing: Retaining Employees Developing Staff Orientation of New Staff Training Staff Developing Staff Appraising Performance of Staff Appraisal Process and Methods When Job Performance Is Deficient Compensating Staff How Is Pay Determined? How Are Benefits Determined? Protecting Staff Onboarding Chapter 9 Leading: Theories and Models Theories and Models for Leading Trait Theory and Skill Theory Behavior Theory Situational Theory Theory X, Theory Y, and Theory Z Transactional and Transformational Leadership Servant Leadership Collaborative Leadership Authentic Leadership and Ethical Leadership Leadership Competency Models Leading Physicians Chapter 10 Leading: Motivating and Influencing Motivation Theory and Models Maslow s Hierarchy of Needs Theory Alderfer s ERG Theory Herzberg s Two-Factor Theory McClelland s Acquired Needs Theory Adams s Equity Theory Vroom s Expectancy Theory Locke s Goal-Setting Theory Skinner s Reinforcement Theory Power and Politics Sources and Types of Power Organization Politics

5 xiii Chapter 11 Leading: Culture and Ethics What Is Culture? What Causes and Creates Culture? Purpose and Benefits of Culture Interpreting Culture Subcultures Shaping and Managing 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 Performance Standards Step 2: Measure Actual Performance and Compare It to Standards.297 Step 3: Improve Performance If It Does Not Meet Standards Quality Improvement Programs and Methodologies Six Sigma Lean Production High Reliability Controlling People Chapter 13 Making Decisions and Solving Problems Decision Making and Decisions Who Makes Decisions? Methods for Making Nonprogrammed Decisions Rational Approach Satisficing Approach Intuition Approach Incremental Approach Evidence-Based Approach Garbage Can Approach Barriers to Effective Decision Making Data for Decision Making Trends in Decision Making Resolving Conflict Causes of Conflict

6 xiv Conflict Resolution Model Additional Suggestions for Managing Conflict Chapter 14 Managing Change Change in HCOs Managing Organization Change Small-Scale Change Eight-Step Approach to Large-Scale Change Resistance to Change Why People Resist Change Organization Characteristics That May Impede Change Healthcare Characteristics That May Impede Change How People Resist Change Force Field Analysis Overcoming Resistance to Change Organization Learning and Organization Development Chapter 15 Professionalism and Communication Professionalism Emotional Intelligence Cultural Competence Communication Types of Communication Directions of Communication Communication Process Tips for Effective Communication A Management Case Study: Partners HealthCare Integrative Case Studies Real-World Applied Integrative Projects Your Management Toolbox Glossary Index About the Author