The Changing Scene: Organizational Adaptation and Survival p. 1 The Changing Health Care Scene p. 1 Regulation of the Health Care Industry p.

Transcription

1 Preface p. xi The Changing Scene: Organizational Adaptation and Survival p. 1 The Changing Health Care Scene p. 1 Regulation of the Health Care Industry p. 2 The Managed Care Era p. 4 Capitation: A Logical Progression? p. 7 Provider Growth: Mergers and Affiliations p. 8 The Virtual Enterprise p. 10 Impact of Technology p. 10 Social and Ethical Factors p. 11 Introducing Organizational Survival Strategies p. 12 Bureaucratic Imperialism p. 13 Co-optation p. 15 Hibernation and Adaptation p. 17 Goal Succession, Multiplication, and Expansion p. 18 Organizational Life Cycle p. 20 Exercise: Becoming a Split-Department Manager p. 27 Notes p. 29 The Challenge of Change p. 31 The Impact of Change p. 31 The Manager as Change Agent p. 32 Review of Successful Change p. 32 Change and Resistance to Change p. 41 Case: In Need of Improvement? p. 50 Today's Concept of Organizational Management p. 51 The Nature of Management: Art or Science? p. 51 Functions of the Manager p. 52 The History of Management p. 55 The Systems Approach p. 58 Viewing the Work Organization as a Total System p. 65 Formal Versus Informal Organizations p. 67 Classification of Organizations p. 68 Classification of Health Care Organizations p. 70 Classic Bureaucracy p. 71 Consequences of Organizational Form p. 74 The Clientele Network p. 75 Clients p. 76 Suppliers p. 78 Advisers p. 80 Controllers p. 81 Adversaries p. 82

2 Example of Clientele Network for a Physical Therapy Unit p. 84 Exercise: Identifying and Describing the Management Functions p. 86 Notes p. 86 Planning p. 89 Characteristics of Planning p. 90 Participants in Planning p. 90 Planning Constraints or Boundaries p. 92 Characteristics of Effective Plans p. 95 Core Values, Philosophy, and Mission Statements p. 98 Overall Goals p. 101 Objectives p. 102 Functional Objectives p. 103 Policies p. 106 Procedures p. 110 Methods p. 115 Rules p. 116 Project Planning p. 116 Strategic Planning p. 117 The Plan and the Process p. 123 Space Renovation and Planning p. 124 Exercise: Introduction to Strategic Plan Development p. 124 Exercise: From Intent to Action: The Planning Path p. 125 Notes p. 125 Appendix 4-A p. 126 Appendix 4-B p. 136 Decision Making p. 147 Definition p. 147 Participants in Decision Making p. 148 Evaluating a Decision's Importance p. 150 Steps in Decision Making p. 150 Barriers to Rational Choice p. 156 Bases for Decision Making p. 158 Decision-Making Tools and Techniques p. 159 Health Care Practitioners as Decision Makers p. 165 How Bad Decisions Get Made p. 166 Case: Paid to Make Decisions? p. 167 Exercise: The Troublesome Professional p. 169 Notes p. 170 Organizing p. 171 The Process of Organizing p. 172 Fundamental Concepts and Principles p. 173

3 The Span of Management p. 176 Line and Staff Relationships p. 178 The Dual Pyramid Form of Organization in Health Care p. 180 Basic Departmentation p. 182 Specific Scheduling p. 184 Flexibility in Organizational Structure p. 184 The Organizational Chart p. 194 The Job Description p. 198 The Credentialed Practitioner as Consultant p. 223 The Independent Contractor p. 223 Guidelines for Contracts and Reports p. 224 Exercise: Creating Organizational Charts p. 226 Exercise: Developing a Job Description p. 226 Appendix 6-A p. 227 Appendix 6-B p. 231 Improving Performance and Controlling the Critical Cycle p. 239 The Continuing Search for Excellence p. 240 The Management Function of Controlling p. 246 Six Sigma Strategies p. 249 Benchmarking p. 251 Tools of Control p. 253 The Critical Cycle p. 269 Exercise: The Multiple-Path Flowchart: The Purchasing Request p. 271 Exercise: Choosing an Adequate Control Mechanism: What Fits Best? p. 272 Exercise: Promoting Total Quality Management (TQM) p. 273 Notes p. 273 Budgeting: Controlling the Ultimate Resource p. 275 Uses of the Budget p. 276 Budget Periods p. 277 Types of Budgets p. 278 Approaches to Budgeting p. 281 The Budgetary Process p. 283 Capital Expenses p. 287 Supplies and Other Expenses p. 290 The Personnel Budget p. 294 Direct and Indirect Expenses p. 298 Budget Justification p. 299 Budget Variances p. 300 The General Audit p. 303 Exercise: Adjusting the Budget p. 304 Sample Operating Budget-Department of Physical Therapy p. 304

4 Exercise: Belt Tightening-More Budget Adjustments p. 305 Sample Health Information Department Budget p. 306 Committees and Teams p. 311 The Nature of Committees p. 312 The Purposes and Uses of Committees p. 315 Limitations and Disadvantages of Committees p. 319 Enhancement of Committee Effectiveness p. 320 The Committee Chairperson p. 325 Committee Member Orientation p. 329 Minutes and Proceedings p. 331 Where Do Teams Fit In? p. 336 As Employee Involvement Increases p. 337 Employee Teams and Their Future p. 338 Exercise: Committee Structures p. 341 Case: The Employee-Retention Committee Meeting p. 342 Notes p. 344 Adaptation, Motivation, and Conflict Management p. 345 Adaptation and Motivation p. 345 Patterns of Accommodation p. 349 Theories of Motivation p. 350 Practical Strategies for Employee Motivation p. 352 Appreciative Inquiry p. 354 Conflict p. 356 Organizational Conflict p. 357 The Labor Union and the Collective Bargaining Agreement p. 366 Case: A Matter of Motivation: The Delayed Promotion p. 367 Case: Charting a Course for Conflict Resolution: "It's a Policy" p. 368 Notes p. 369 Appendix 10-A p. 370 Training and Development: The Backbone of Motivation and Retention p. 385 Employee Development p. 386 Orientation p. 387 Training p. 396 Mentoring p. 404 Exercise: What to Do When Budget-Cutting Threatens? p. 406 Case: The Department's "Know-It-All" p. 406 Note p. 408 Appendix 11-A p. 409 Authority, Leadership, and Supervision p. 415 The Concept of Power p. 416 The Concept of Influence p. 417

5 The Concept of Formal Authority p. 417 The Importance of Authority p. 418 Sources of Power, Influence, and Authority p. 419 Restrictions on the Use of Authority p. 425 Importance of Delegation p. 426 Leadership p. 429 Orders and Directives p. 437 Discipline p. 439 Case: Authority and Leadership: Rising from the Ranks p. 449 Case: Discipline and Documentation-Here She Goes Again p. 450 Notes p. 451 Human Resource Management: A Line Manager's Perspective p. 453 "Personnel" Equals People p. 454 A Vital Staff Function p. 454 A Service of Increasing Value p. 455 Learning about Your Human Resource Department p. 457 Putting the Human Resource Department to Work p. 462 Some Specific Action Steps p. 464 Further Use of Human Resources p. 466 Wanted: Well-Considered Input p. 466 Understanding Why as Well as What p. 467 Legal Guides for Managerial Behavior p. 469 An Increasingly Legalistic Environment p. 476 Emphasis on Service p. 476 Case: With Friends Like This p. 477 Case: The Management "Hot Seat" p. 478 Notes p. 479 Communication: The Glue that Binds Us Together p. 481 A Complex Process p. 482 Communication and the Individual Manager p. 483 Verbal (Oral) Communication p. 486 Written Communication p. 495 Communication in Organizations p. 506 Case: The Long, Loud Silence p. 511 Case: Your Word Against His p. 512 Instructions p. 513 Notes p. 513 Day-to-Day Management for the Professional-as-Manager p. 515 Two Hats: Specialist and Manager p. 516 A Constant Balancing Act p. 520 The Ego Barriers p. 521

6 The Professional Managing the Professional p. 523 Leadership and the Professional p. 528 Some Assumptions About People p. 529 Style and Circumstances p. 530 The Professional and Change p. 531 Methods Improvement p. 533 Employee Problems p. 533 Communication and the Language of the Professional p. 534 An Open-Ended Task p. 536 Case: Professional Behavior-The Bumping Game p. 537 Case: Delegation Difficulties-The Ineffective Subordinate p. 538 Note p. 539 Index p. 541 Table of Contents provided by Blackwell's Book Services and R.R. Bowker. Used with permission.