Management Principles



right000TRANSITION GUIDE:Management Principles for Health Professionals, 8th Edition Joan Gratto Liebler, MA, MPA & Charles R. McConnell, MBA, CMPaperback with Navigate eBook AccessISBN: 9781284183504 ? 500 pages ? ? 2021 Summary of Updates:The Eighth Edition continues to present foundational principles of management in the context of contemporary health care. With timely coverage of such topics as medical cost sharing, use of robots, ER by appointment, increased use of observation units, renewed use of flextime staffing and scheduling, use of social media on the job, and more, this thoroughly updated text addresses the latest trends and issues that today's healthcare manager is likely to encounter. Presents 2 new tools —The Manager's Wheel Book and the Management Reference Portfolio — to help new managers better understand their role and responsibilities and aid existing managers in understanding their organization in detail.Manager’s Wheel Book: detailed examples include: manager’s duties, functions and responsibilities; data-driven review of leadership initiatives; committee and team activity; budgeting processes and issues; training and supervisory activities.Management Reference Portfolio: suggested reference to laws, regulations, standards and contracts; budget guidelines and directives; employee handbook and human resources services.Covers managing care in a wide variety of contemporary healthcare settings both in and out of the traditional hospital setting, including shorter stay and/or respite care in traditional nursing homes, use of home care, truck-stop dispensaries, and more. Addresses technology and its impact, including eVisits/telemedicine, electronic health records, increasing use of robots, use of social media on the job, and the “always on” impact on workers.Provides expanded coverage on the importance, development and impact of corporate culture, including foundational core values of cooperation, accountability and transparency in planning, decision making, budgeting, report preparation and quality improvement.Includes detailed examples of application (e.g. complete budget, annual report, plan of correction, project proposal, union contract, training modules)Uses a variety of presentation formats, e.g., frequently asked questions; detailed analysis of after-action review through use of a descriptive scenario.CHAPTER-BY-CHAPTER REVISION UPDATESChapter 1: The Dynamic Environment of Health CareRevised and updated to enhance understanding of the setting of health care today, including changes to the traditional acute-care model and the emergence of alternative models of care and the expanded role of the family as caregiver; plus current trends in reimbursement impacting this dynamic environment. Introduces the Manager’s Wheel Book: definition, format, uses, examples.Overall, this chapter has necessarily changed significantly.Chapter 2: The Challenge of ChangeAll examples of change situations in this chapter have been updated to reflect the impact of ongoing, incremental change associated with each major change. Includes the proposed adoption and implementation of ICD-11 and expanded discussion of eHealth and technology. Provides a template for analyzing national health insurance proposalsOverall, moderate change throughout this chapter.Chapter 3: Organizational Adaptation and SurvivalExamples have been updated to reflect current trends and issues. Added focus on the concept of corporate culture as reflected in each phase of an organization’s life cycle. Links theory and practice through a detailed description of an organization’s life cycle and its survival strategies.Amplifies the concept of the Manager’s Wheel Book; provides an example of application to the process of knowing your organization.Introduces the Management Reference Portfolio reflecting factual aspects of the organization’s history, life cycle, and licensure and accreditation status.Much of this chapter has remain unchanged or changed only minimally, as it addresses important elements of organizational theory and structure.Chapter 4: Leadership and the ManagerMaterial updated as necessaryMuch of this chapter is essentially unchanged. Additional insight has been provided on developing one’s own leadership plan and growing one’s own career. Guidelines for self-assessment re: ability and willingness to accept leadership role; use of a data-driven review for leadership engagement is featured, including a considerations of factors in one’s personal life, and one’s career goals.Manager’s Wheel Book excerpt provides leadership engagement activities.Chapter 5: Planning and Decision MakingOverall concepts are presented within the context of the corporate cultureAddresses the important aspects of managing a work organization a continuous cycle of planning and decision making.Detailed analysis of planning premises, including the importance of assessing client characteristics. Examples of client groups include individuals receiving care in adult day care/respite care , correctional care facilities, truck stop dispensaries, and homeless outreach programs.Offers more detail concerning project planning, including re-evaluating a plan and addressing unintended consequences of implementation; links the after-action review process to subsequent planning and decision making.Provides planning concepts for unanticipated and/or highly disruptive events such as strikes, weather-related situations, and disasters.Material has been updated throughout as necessary.Chapter 6: Organizing and StaffingAdditions and updates have been provided including the increased use of flextime and other scheduling alternatives and the increased use of work-at-home/remote work options. Address managing the independent contractor; includes clarifications about status as employee, or independent contractor, or temporary worker. Includes development of succession plans and authority delegation in workplace disruptions and modified operations schedulesAlternate example of format and content of job description is includedThe consultant report for a long term care facility reflects current issues in pain management (e.g. opioid use and related concerns about addiction), incident reporting relating to “bullying”; pros and cons of documenting a detailed spiritual history; indicators of social isolation.Chapter 7: Committees and TeamsAll material has been updated as needed. Some new material concerning workplace disruptions (workplace violence, protests, pandemics, weather-related disasters, etc.) has been added to the chapter. A comprehensive scenario activity has been added to reflect team and committee deliberations in reviewing, consolidating, and updating response plans.Wheel Book excerpt is included to reflect committee and team activity.Chapter 8: Budget Planning and Implementation Budget planning and implementation concepts are introduced in the context of the corporate culture: transparency, accountability, ethical responsibility to provide “safety net” services while avoiding unfair cost shiftingSupplemental information has been added on the basics of budgeting and control the effects of rationing and changes in reimbursement on revenue and cash flow. Enhanced material on budget and reimbursement audits. Examples include patterns of use: ER and Observation units; admission from ER to in-patient unit; fraud activity through the guise of “ghost patients” or “ghost employees”; equipment lease monitoring; tracking worker’s change in status from full time employee to independent contractor.Budget Reference Portfolio: definition, use, and suggested content is provided.Manager’s Wheel Book excerpt is provided, showing budget related activities and issues.Updated figures used in the various examples.Chapter 9: Training and Development: The Backbone of Motivation and RetentionA discussion of AHIMA’s apprenticeship model has been added to existing material. New information on the topic of “bullying” has been added to standards of conduct, Expanded information on evaluation has been addedFrequently-asked-questions about sexual harassment has been added as an example of a training module; particular emphasis is given re: organization-sponsored social interactions and settings.Orientation and training re: use of social media, internet, and similar technologies is noted.Chapter 10: Adaptation, Motivation, and Conflict ManagementApplication of the conflict model to whistleblower action is included.Union trends and issues include concerns re: increased use of robots; expectations of “always on” availability; increased use of non-voluntary over—time assignments; Material addressing social media in the workplace has been rearranged and expanded. The discussion of internet use has been expanded to address today’s concerns about the use and misuse of cell phones and similar technology in the business environment. Chapter 11: Communication: The Glue that Binds Us TogetherTo the chapter’s basics concerning interpersonal and organizational communication, more information about communicating in negative events has been added.New information on how a manager or non-management worker should respond when directly addressed by news media personnel for “on-the-spot” comments in situations of conflict, or workplace disruptions.The SBAR format for rapid communication is described.Chapter 12: Comprehensive Planning and Accountability DocumentationPlanning and accountability documents are introduced in the context of the corporate culture of accountability, transparency and shared responsibility.Examples have been updated to include facility closure, and increasing use of alternate healthcare sites. Detailed Plan of Correction for response to licensure and/or accreditation reviews is prehensive plan for adult day care/respite care facility is included.Chapter 13: Quality Improvement and Control ProcessesMany of the basics of this chapter have remained as-is. Important additions include characteristics of a thriving organization, denials management and other pertinent topics, and after-action reviews as the basis for plans of improvement.QI topics include review of 30 day readmissions, over-and under-utilization of services, patterns of admission from ER and Observation Unit to inpatient units; pain management and opioid use.Chapter 14: Human Resources Management: A Line Manager’s PerspectiveApplicable laws have been updated, e.g. FMLAThere have been some additions: more on performance review; step-by-step termination process for involuntary separations; voluntary separation and related processes; the pros and cons of using online recruiting.Enhancing the workplace environment; characteristics of the supportive workplace environment.Wheel Book excerpts reflecting manager’s activities re: training, orientation, supervision, and utilization of human resources services.Management Reference portfolio: excerpts relating to orientation, training, standards of conduct, labor union contracts.Material relating to role, functions, services of the Human Resource department remain unchanged.Chapter 15: Day-to-Day Management for the Health Professional as ManagerSignificant changes or additions address the problems and issues the individual manager may face as a result of organizational merger or the results of other undertakings that can significantly affect the manager’s span of control and reporting responsibilities.Additional considerations re: manager’s self-evaluation, private reflection guide for assessing one’s personal circumstances with the resulting enhancement or limits on one’s ability to assume managerial duties; discussion about aligning personal goals and career path with the organization’s goals and expectationsComprehensive Wheel Book example reflecting management duties, functions and role set.This chapter is a capstone summary of management activity in both routine and exceptional circumstances. Instructor ResourcesTest Bank in LMS-ready formatsPowerPoint Lecture SlidesInstructor’s Manual with case problem(s) for each chapter CONTENTSPART I WHAT IS PUBLIC HEALTH?Chapter 1 Public Health: Science, Politics, and PreventionChapter 2 Why Is Public Health Controversial?Chapter 3 Powers and Responsibilities of GovernmentPART II ANALYTICAL METHODS OF PUBLIC HEALTHChapter 4 Epidemiology: The Basic Science of Public HealthChapter 5 Epidemiologic Principles and MethodsChapter 6 Problems and Limits of EpidemiologyChapter 7 Statistics: Making Sense of UncertaintyChapter 8 The Role of Data in Public HealthPART III BIOMEDICAL BASIS OF PUBLIC HEALTHChapter 9 The "Conquest" of Infectious DiseasesChapter 10 The Resurgence of Infectious DiseasesChapter 11 The Biomedical Basis of Chronic DiseasesChapter 12 Genetic Diseases and Other Inborn ErrorsPART IV SOCIAL AND BEHAVIORAL FACTORS IN HEALTHChapter 13 Do People Choose Their Own Health?Chapter 14 How Psychosocial Factors Affect Health BehaviorChapter 15 Public Health Enemy Number One: TobaccoChapter 16 Public Health Enemy Number Two and Growing: Poor Diet and Physical InactivityChapter 17 Injuries Are Not AccidentsChapter 18 Maternal and Child Health as a Social ProblemChapter 19 Mental Health: Public Health Includes Healthy MindsPART V ENVIRONMENTAL ISSUES IN PUBLIC HEALTHChapter 20 A Clean Environment: The Basis of Public HealthChapter 21 Clean Air: Is It Safe to Breathe?Chapter 22 Clean Water: A Limited ResourceChapter 23 Solid and Hazardous Wastes: What to Do with the Garbage?Chapter 24 Safe Food and Drugs: An Ongoing Regulatory BattleChapter 25 Population: The Ultimate Environmental Health IssuePART VI MEDICAL CARE AND PUBLIC HEALTHChapter 26 Is the Medical Care System a Public Health Issue?Chapter 27 Why the U.S. Medical System Needs ReformChapter 28 Health Services Research: Finding What WorksChapter 29 Public Health and the Aging PopulationPART VIII THE FUTURE OF PUBLIC HEALTHChapter 30 Emergency Preparedness, Post-9/11Chapter 31 Public Health in the Twenty-First Century: Achievements and Challenges2 ................
................

In order to avoid copyright disputes, this page is only a partial summary.

Google Online Preview   Download