Charles R. McConnell, MBA, CM

Transcription

1 _FM_i_xxii.indd Page i 06/06/13 4:49 PM f-447 SIXTH EDITION Charles R. McConnell, MBA, CM Human Resources and Health Care Management Consultant Ontario, New York

2 _FM_i_xxii.indd Page ii 06/06/13 4:49 PM f-447 World Headquarters Jones & Bartlett Learning 5 Wall Street Burlington, MA info@jblearning.com Jones & Bartlett Learning books and products are available through most bookstores and online booksellers. To contact Jones & Bartlett Learning directly, call , fax , or visit our website, Substantial discounts on bulk quantities of Jones & Bartlett Learning publications are available to corporations, professional associations, and other qualified organizations. For details and specific discount information, contact the special sales department at Jones & Bartlett Learning via the above contact information or send an to specialsales@jblearning.com. Copyright 2014 by Jones & Bartlett Learning, LLC, an Ascend Learning Company All rights reserved. No part of the material protected by this copyright may be reproduced or utilized in any form, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without written permission from the copyright owner. The content, statements, views, and opinions herein are the sole expression of the respective authors and not that of Jones & Bartlett Learning, LLC. Reference herein to any specific commercial product, process, or service by trade name, trademark, manufacturer, or otherwise does not constitute or imply its endorsement or recommendation by Jones & Bartlett Learning, LLC and such reference shall not be used for advertising or product endorsement purposes. All trademarks displayed are the trademarks of the parties noted herein. Umiker s Management Skills for the New Health Care Supervisor, 6th Edition is an independent publication and has not been authorized, sponsored, or otherwise approved by the owners of the trademarks or service marks referenced in this product. There may be images in this book that feature models; these models do not necessarily endorse, represent, or participate in the activities represented in the images. Any screenshots in this product are for educational and instructive purposes only. Any individuals and scenarios featured in the case studies throughout this product may be real or fictitious, but are used for instructional purposes only. This publication is designed to provide accurate and authoritative information in regard to the Subject Matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the service of a competent professional person should be sought. Production Credits Publisher: Michael Brown Managing Editor: Maro Gartside Editorial Assistant: Chloe Falivene Associate Production Editor: Rebekah Linga Senior Marketing Manager: Sophie Fleck Teague Manufacturing and Inventory Control Supervisor: Amy Bacus Printed in the United States of America Composition: Aptara, Inc. Cover and Title Page Design: Michael O Donnell Cover and Title Page Image: Petr Vaclavek/ ShutterStock, Inc. Printing and Binding: Edwards Brothers Malloy Cover Printing: Edwards Brothers Malloy Library of Congress Cataloging-in-Publication Data McConnell, Charles R. Umiker s management skills for the new health care supervisor / Charles R. McConnell. 6th ed. p. ; cm. Management skills for the new health care supervisor Includes bibliographical references and index. ISBN (pbk.) ISBN (pbk.) I. Umiker, William O. Management skills for the new health care supervisor. II. Title. III. Title: Management skills for the new health care supervisor. [DNLM: 1. Health Facility Administrators. 2. Health Facility Administration methods. 3. Personnel Management methods. WX 155] RA dc

3 _FM_i_xxii.indd Page iii 06/06/13 4:49 PM f-447 Preface xv About the Author xix New to This Edition xxi P A R T I FUNDAMENTALS FOR THE SUPERVISOR Chapter 1 Do You Really Want to Be a Supervisor? Chapter Objectives Key Terms Entering the Arena Untrained? Definitions and Essentials Essential Management Functions of Supervisors Essential Supervisory Skills Transition to Supervision Relationships with Subordinates Relationships with Other Supervisors Relationship with Your Manager Adjusting to the New Routine Pitfalls Launching a Successful Supervisory Career Think About It Chapter 2 Customer Service Chapter Objectives Key Terms Who Are Our Customers and What Do They Want? Influence of Managed Care Three Essentials of Customer Service Techniques for Improving Personnel Systems Designing a Customer Satisfaction System Think About It Chapter 3 Basic Management Functions Chapter Objectives iii

4 _FM_i_xxii.indd Page iv 06/06/13 4:49 PM f-447 iv Key Terms Planning Organizing Coordinating Controlling Just Four? Think About It Chapter 4 Reengineering, Mergers, and the Supervisor Chapter Objectives Key Terms Reengineering Mergers and Affiliations Think About It Chapter 5 Position Descriptions and Performance Standards Chapter Objectives Key Terms Position Descriptions Performance Standards Think About It Chapter 6 Policies and Policy Making Chapter Objectives Key Terms Introducing Policies Uses of Policies Policies Formulated by Supervisors Potential Problems with Policies Special Case: Americans with Disabilities Act Think About It Chapter 7 The Supervisor s Legal Environment Chapter Objectives Key Terms The Legal Environment The Relevant Laws For the Organization: Greater Responsibility, Increased Cost A Cumulative Effect Think About It Chapter 8 Personnel Recruitment Chapter Objectives Key Terms Finding Employees Imperatives of the Selection Process

5 _FM_i_xxii.indd Page v 06/06/13 4:49 PM f-447 v Desirable Candidates Legal Constraints to Hiring Recruitment Sources Recruiting in the 21st Century How Supervisors Can Help in the Recruiting Process Personnel Selection Instruments Think About It Chapter 9 Interviewing and Employee Selection Chapter Objectives Key Terms Who Should Conduct the Interview? Preparing for the Interview Two Initial Interview Steps Questions to Ask of Applicants Questions to Avoid Recommended Questions For Candidates with No Previous Employment Addressing Sensitive Issues Clues to Untruthfulness Questions from Candidates Evaluation of Candidates Getting Candidates to Accept Job Offers Closing the Interview Post Interview Activities Obtaining References Think About It Chapter 10 Orientation and Training of New Employees Chapter Objectives Key Terms Orientation Timing Objectives of an Orientation Program Ten Important Assumptions General Orientation Programs Needs Assessment for Departmental Orientation Preparations for the Arrival of New Orientees First Day: Welcome Wagon Nuts and Bolts Talks Major Departmental Values Show and Tell Meeting Colleagues Get Help from Your Specialists Training the New Employee Think About It

6 _FM_i_xxii.indd Page vi 06/06/13 4:49 PM f-447 vi Chapter 11 Team Leadership Chapter Objectives Key Terms A Growing Need for Teams Kinds of Teams Benefits of Teams Disadvantages of Teams Characteristics of Effective Teams Why Teams Fail Team Dynamics Rituals and Status Symbols Team Leadership Leadership Style Taking on the Inherited Team Rewarding Team Performance Think About It Chapter 12 Safety and Workplace Violence Chapter Objectives Key Terms Causes of Violence Effects of Violence on Victims Laws and Standards Relating to Workplace Violence Responsibilities of Management Essentials of a Violence-Control Program Supervisory Principles for Reducing Workplace Violence Bomb Threats Breaking Up Fights Think About It P A R T II LEADING PEOPLE Chapter 13 Leaders and Managers Chapter Objectives Key Terms What Is It? Organizational Culture Leading Versus Managing Basic Leadership Styles Leadership Approaches: Special Variations Contemporary Leadership Activities Foundation of Leadership

7 _FM_i_xxii.indd Page vii 06/06/13 4:49 PM f-447 vii Characteristics of Effective Leaders Common Supervisory Mistakes Think About It Chapter 14 Coaching and Counseling Chapter Objectives Key Terms Coaching Characteristics of Effective Coaches Role of the Coach in Improving Performance Management By Wandering Around (MBWA) Enhancing Employee Self-Sufficiency Defending, Facilitating, Empowering, and Supporting Coaching Feedback Coaching Pitfalls Counseling: Preventing Bigger Problems Most Common Reasons for Employee Counseling Preparing for the Counseling Interview Conducting a Counseling Interview Common Defensive Responses by Employees Follow-Up Common Barriers to Successful Counseling Think About It Chapter 15 Motivation, Reward, and Recognition Chapter Objectives Key Terms Morale and Health Care Morale Versus Motivation Major Factors Affecting Morale Signs of a Morale Problem Methods of Obtaining Information About Morale How Employers Improve Morale How Supervisors Influence Morale Motivation Motivational Strategies for the Supervisor Reward and Recognition An Effective Reward System Compensation: Rewards Bearing Price Tags Nonfinancial Rewards Implementing a Reward System Recognition Think About It

8 _FM_i_xxii.indd Page viii 06/06/13 4:49 PM f-447 viii Chapter 16 Performance Feedback Chapter Objectives Key Terms The Need for Feedback Day-to-Day Feedback Formal Performance Evaluations Multi-source Feedback Systems Preparation for Performance Evaluations of Individuals Four Phases of the Evaluation Interview Performance Evaluation of Work Teams Common Pitfalls of Performance Evaluation Think About It Chapter 17 Disciplining: Correction of Behavior Chapter Objectives Key Terms Counseling Versus Disciplining Reward-to-Risk Ratio Progressive Discipline Termination Meeting Employee Reactions to Being Disciplined Other Disciplinary Measures Nonpunitive Discipline Eight Sound Disciplinary Practices Disciplinary Principles for the Supervisor Getting Rid of Deadwood Think About It Chapter 18 Cultural Diversity: Managing the Changing Workforce Chapter Objectives Key Terms A Diverse and Changing Workforce Cultural Core Values Corporate Values Personal Core Values Diversity Management Programs Supervisor Responsibilities Generational Diversity Advancement for Women Think About It Chapter 19 Conflict and Confrontation Chapter Objectives

9 _FM_i_xxii.indd Page ix 06/06/13 4:49 PM f-447 ix Key Terms Conflict and the Healthcare Organization Dangers of Escalating or Suppressing Conflict Fundamental Strategies for Coping with Conflict Confrontation and the Supervisor Think About It Chapter 20 Employees with Problems Chapter Objectives Key Terms The Marginal Performer The Absent Employee Employees with Personal Problems Affecting Performance A True Supervisory Challenge When Employees Fail to Get Along Unethical Behavior Think About It Chapter 21 Managing Difficult Employees Chapter Objectives Key Terms A Matter of Attitude Coaching and Counseling for Behavioral Change Chronically Critical Employees When You Are the Focus of a Negative Attitude Negativists Know-It-Alls Uncooperative Silent Ones Super-Sensitive Employees Moody People Jealous Coworkers Gossips Incessant Talkers and Socializers Employees of Questionable Appearance Employees with Messy Work Areas Coping with Hostile People Caution Is in Order Think About It Chapter 22 Complaints, Grievances, and Appeals Chapter Objectives Key Terms Role of the Supervisor Supervisor On the Spot

10 _FM_i_xxii.indd Page x 06/06/13 4:49 PM f-447 x Appeals and Grievances Sexual Harassment Think About It Chapter 23 Personnel Retention Chapter Objectives Key Terms Focus On Retention Loyalty and Personnel Retention Why Employees Seek Greener Pastures Analyzing a Retention Problem Retention Incentives Recruitment and Selection for Retention Further Implications for Retention Identifying and Measuring Turnover Think About It Chapter 24 Privacy and Confidentiality: Employees and Clients Chapter Objectives Key Terms Privacy and Changing Times Health Insurance Portability and Accountability Act Think About It P A R T III HEALTHCARE COST CONTROL Chapter 25 Managed Care Chapter Objectives Key Terms Features of Managed Care Plans Significant Challenges Strategies of Care Providers Strategies of Managed Care Agencies Outcomes Management Education Provider Reactions to Managed Care Employment Opportunities in the Managed Care Industry Here to Stay Think About It Chapter 26 Budgets and Cost Control Chapter Objectives Key Terms Budgets and Their Functions

11 _FM_i_xxii.indd Page xi 06/06/13 4:49 PM f-447 xi Controlling Process Continuing Control of Overtime Cutting Costs Benchmarking Think About It P A R T IV DEVELOPING EMPLOYEES Chapter 27 Change as a Way of Life Chapter Objectives Key Terms Essentials of Change Barriers to Change Employee Concerns Preparing for Change Carrying Out the Plans Helping People Through the Stressful Phase Employee Responses to Change How to Overcome Resistance Job Enrichment Job Fit Quality of Work Life Job Redesign Special Considerations Think About It Chapter 28 Staff Development Chapter Objectives Key Terms Benefits of a Career Development Program Educational Planning Accountability for Career Development Educational Needs Assessment Development Program Mentoring Creativity in Employee Development Think About It Chapter 29 Delegation and Empowerment Chapter Objectives Key Terms Assigning Versus Delegating Why Some Supervisors Are Reluctant to Delegate Willingness of Employees to Accept Delegated Activities Dumping

12 _FM_i_xxii.indd Page xii 06/06/13 4:49 PM f-447 xii How to Delegate When Delegation Falters Delegation Variations Empowerment Think About It P A R T V SPECIAL SUPERVISORY SKILLS Chapter 30 Spoken Communication Chapter Objectives Key Terms The Most Important Managerial Skill The Informal Communication System Sending More Powerful Messages Barriers to Verbal Communication Listening Skills The Telephone Negotiating Skills Basic Forms of Negotiation Preparing for Negotiation Major Steps in Negotiation Barriers to Successful Negotiation Negotiating with Your Boss Think About It Chapter 31 Written Communication Chapter Objectives Key Terms A Widespread Need Selecting an Appropriate Communication Channel Anatomy of a Memo Steps in Preparing a Document Editing an Employee s Writing Instant Messaging Grant Writing Think About It Chapter 32 Holding Effective Meetings Chapter Objectives Key Terms A Necessity Major Purposes of Meetings Components of a Meeting Advance Preparations by the Chairperson

13 _FM_i_xxii.indd Page xiii 06/06/13 4:49 PM f-447 xiii The Meeting Tips for Meeting Attendees Problem Attendees Committee Meetings Telephone Conference Calls Think About It Chapter 33 Decision Making and Problem Solving Chapter Objectives Key Terms Problems Are a Given Decision Making Today Decision Making and Leadership The Logical Process: Key Steps in Solving Large Problems Useful Tools for Problem Solving Your Intuitive Process: Key to Creative Problem Solving Group Problem Solving Creative Problem-Solving Groups Think About It Chapter 34 Time Management Chapter Objectives Key Terms Time and the Supervisor Time Wasters and What to Do About Them Tips for Saving Time Time Abuses by Others Think About It P A R T V I THE SUPERVISOR S CONTINUING DEVELOPMENT Chapter 35 Coping with Stress and Burnout Chapter Objectives Key Terms External Causes of Stress Internal Factors Aggravating Stress Management Style and the Responsibilities of Supervisors How to Reduce Stress in Your Department Departmental Stress Programs Burnout Managing Your Personal Stress Think About It

14 _FM_i_xxii.indd Page xiv 06/06/13 4:49 PM f-447 xiv Chapter 36 The Supervisor s Career Development Chapter Objectives Key Terms Five Criteria for Success Characteristics of Achievers Worthwhile Careers Involve Taking Risks Winds of Change Blow in Opportunities Increase Your Promotability And Marketability Steps to Success How to Negotiate for More Compensation Succession Planning Think About It Chapter 37 Politics, Networks, and the Supervisor s Future Chapter Objectives Key Terms Workplace Politics Networking Relating to the Person to Whom You Report Doing Today s Job While Preparing for Tomorrow The Supervisor s Future Think About It Index

15 _FM_i_xxii.indd Page xv 06/06/13 4:49 PM f-447 Preface In moving from the fifth edition of Umiker s Management Skills for the New Health Care Supervisor to this sixth edition, I was careful to preserve Dr. William Umiker s style and remain consistent with the manner of organizing and presenting material that characterized his earlier editions. Dr. Umiker always used a straightforward and uncluttered way of presenting information and advice in clear and concise terms. I believe his approach to the material is well-suited to students seeking careers in the healthcare industry and the aspiring, new, or even experienced first-line supervisor who wishes to do his or her very best in what has become a position of increasing responsibility, importance, and difficulty. The principal strengths of the earlier editions were found in the clarity and simplicity of presentation, making the book an extremely usable text and reference. In addressing the sixth edition, it has been my intent to preserve the tone of the earlier editions, so with few changes I have retained the level of language and order of presentation of the previous editions. A number of chapters have been updated to some extent and a fair amount of new material has been provided, continuing, I hope, to enhance the book s value for classroom work, continuing education activities, and self-study purposes. All material carried over to this sixth edition has been tuned up in terms of language and syntax, and a few errors that had crept into the previous edition were corrected. Throughout the book the case studies, exercises, and questions were improved where possible, some references were updated, and the lists of recommended reading and other resources were expanded for some of the chapters. Among the more significant improvements is the addition of Chapter 7, The Supervisor s Legal Environment, providing a capsule review of legislation and regulations that can potentially affect the way the supervisor must approach the job. As noted in New to This Edition, some chapters containing overlapping material or addressing interrelated concepts have been combined, reducing the total chapters in the book from 40 to 37. xv

16 _FM_i_xxii.indd Page xvi 06/06/13 4:49 PM f-447 xvi Preface This book was written primarily for healthcare workers who have had little or no management training but who may be, or have been, promoted to supervisory positions or who aspire to such positions. Seasoned firstline supervisors as well as middle managers will also find many practical suggestions for improving their effectiveness. Supervisors continue to wrestle with smaller budgets, fewer professional workers, greater responsibilities, and more time pressure. Morale continues to decline in many organizations, and eroding job security is adding more stress to an already stressful environment. This sixth edition addresses these continually changing circumstances and their impact on supervisors. To a considerable extent this book is about dealing with people problems, the difficult, frustrating, and time-consuming problems that go with the territory wherever working people provide goods or services for other people. The supervisor may sometimes feel that never-ending people problems take away from one s ability to address the real work. For the supervisor, however, the people and their problems are, in fact, the core of his or her real work. It is certain that if there were far fewer people problems to address, far fewer supervisors would be needed. Supervisors and other managers are judged not only by their personal performance but also by the performance of their subordinates. This book provides the guidance and tools they need to get maximum effort and results from their staff. Not a great deal of theory will be found within these pages, and little will be said about managing an organization from a top-down perspective. The focus throughout is providing practical advice about getting things done through and with the people who do the hands-on work day in and day out. This includes not only what to do but also how to do it. The advice and guidance provided by this book can help and enable you to: Hone your supervisory and management skills to secure a job and build a career in the healthcare industry Survive the transition from professional or technical employee to supervisor Improve customer satisfaction Plan, organize, and delegate work to achieve greater productivity Improve policies, position descriptions, and work standards Recruit, select, orient, and train new employees more skillfully Implement organizational changes and build high-performing teams Improve safety and cope with violence in the workplace Enhance your leadership, coaching, counseling, and disciplinary skills

17 _FM_i_xxii.indd Page xvii 06/06/13 4:49 PM f-447 Preface xvii Cultivate your communication, meeting, and negotiating expertise Provide your employees with helpful performance feedback Cope with cultural diversity, conflict, and problem employees Adjust to changes, the requirements of managed care, and the demands of cost-control Encourage creativity, solve problems, and delegate more Stimulate staff development and groom a potential successor Improve your personal use of time and reduce time lost from external influences Reduce workplace stress and prevent burnout Increase your personal marketability and career development Develop an efficient personal network Sharpen your workplace political skills Charles R. McConnell

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19 _FM_i_xxii.indd Page xix 06/06/13 4:49 PM f-447 About the Author Charles R. McConnell, MBA, CM, is an independent healthcare management and human resources consultant and freelance writer specializing in business, management, healthcare, and human resources topics. For 11 years, he was active as a management engineering consultant with the Management and Planning Services (MAPS) division of the Hospital Association of New York State (HANYS) and later spent 18 years as a hospital human resources officer. As an author, coauthor, and anthology editor, he has published 30 books and has contributed numerous articles to various publications. He is in his 32nd year as editor of the quarterly professional journal, The Health Care Manager. xix

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21 _FM_i_xxii.indd Page xxi 06/06/13 4:49 PM f-447 New to This Edition The Sixth Edition maintains the overall organizational scheme of the previous edition, continuing to present the material in six parts by general topic but with some changes in titles. A number of changes, improvements, and additions were made in response to helpful comments by readers and users. All chapters were reedited for the purpose of clarifying some material, correcting a few minor errors, improving language and syntax, and updating material in a number of places. Some chapters were merged and combined where overlapping information existed, reducing the total chapters in the book from 40 to 37. Key Terms were added for each chapter immediately following the Chapter Objectives. The case studies, exercises, and questions that appear throughout the text were improved where possible, several references were updated, and lists of recommended resources were expanded for several chapters. The more significant changes from the Fifth Edition to the Sixth Edition are encapsulated as follows: Chapter 2, Customer Service, was slightly expanded to acknowledge the effects of continuing organizational fragmentation and the resulting necessity to develop a strong reputation for positive customer service. Chapter 3, Basic Management Functions, combines the former Chapter 3, Planning, with the former Chapter 4, Organizing, Coordinating, and Controlling, for the purpose of bringing the basic functions of management together in a consistent presentation. Chapter 7, The Supervisor s Legal Environment, provides an essential overview of the laws and regulations that can affect the way a supervisor approaches his or her job. This chapter highlights those laws the supervisor must be mindful of and those laws that explain why human resources and administration do some of the things they do. xxi

22 _FM_i_xxii.indd Page xxii 06/06/13 4:49 PM f-447 xxii New to This Edition Chapter 8, Personnel Recruitment, includes a brief addition concerning credentialing and the need to be aware of the possibility of fraud. Chapter 9, Interviewing and Employee Selection, was updated due to specific changes in the law and provides more information concerning references, background checks, and privacy issues. Chapter 14, Coaching and Counseling, combines the former Chapter 14, Coaching, with the former Chapter 17, Counseling: Preventing Bigger Problems, recognizing the similarity of portions of the topics and the natural overlap of some of the material. Chapter 16, Performance Feedback, now includes some additional information on the benefits and drawbacks of self-evaluation in performance appraisals. Chapter 17, Disciplining: Correction of Behavior (formerly Chapter 18), was slightly expanded concerning some specific disciplinary issues. Chapter 18, Cultural Diversity: Managing the Changing Workforce, includes a new paragraph on waning organizational loyalty in today s workplace and the rise of the free agent phenomenon among some employees. Chapter 23, Personnel Retention, has been expanded to include information on how to define and measure employee turnover. Chapter 24, Privacy and Confidentiality: Employees and Clients, includes revised, expanded, and updated information about the continuing implementation of the Health Insurance Portability and Accountability Act (HIPAA). Chapter 25, Managed Care (formerly Chapter 26), was updated to reflect present-day concerns about managed care and the dominance of health maintenance organizations (HMOs) and other forms of managed care. Chapter 27, Change as a Way of Life, results from the combination of the former Chapter 28, Job Redesign, with the former Chapter 29, Managing Change, owing to the overlap of these basic concepts. Chapter 31, Written Communication, has been expanded to include an introduction to the fundamentals of grant writing.