Test Bank The Effective Health Care Supervisor 9th Edition by Charles R. McConnell
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Test Bank The Effective Health Care Supervisor 9th Edition by Charles R. McConnell
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Test Bank The Effective Health Care Supervisor 9th Edition by Charles R. McConnell
The Effective Health Care Supervisor offers proven, hands-on, practical applications of both classic and current management principles in the healthcare setting. Packed with strategies, techniques, and tools to build or reinforce your management skills and meet the never-ending challenges that one may face daily as a healthcare supervisor, students and professionals alike will benefit from this classic guidebook that is now more reader-friendly and accessible.
ISBN-10 : 9781284149449
ISBN-13 : 978-1284149449
Charles R. McConnell
Table of contents
Preface
About the Author
New in This Edition
PART I The Setting
Chapter 1 The Evolving Supervisory Role
Chapter Objectives
Key Terms
For Consideration: Reinventing the Healthcare Organization
The (Whirl) Winds of Change
The Broadest Shifting Paradigms: The Only Constant Is Change
Organizational Priority Number One: The Bottom Line
Then Came Reengineering
Can We “Reinvent” the Hospital?
Healthcare Paradigms and Their Effects
The Evolving Role of the Healthcare Manager
Job Security in the New Environment
Health Care Versus “Industry”
Where Does Your Department Fit?
A Word About Quality
To Embark on a Successful Supervisory Career
Questions for Review and Discussion
Exercise: Where Does Your Department Fit?
Chapter 2 The Volatile Healthcare Environment
Chapter Objectives
Key Terms
For Consideration: Predictions Are Strange Phenomena
The Managed Care “Solution”
The Balanced Budget Act of 1997
Marketing Health Care
Healthcare Settings
For Consideration: Predictions
External Pressure: An Area of Continuing Concern
The Changing Face of Healthcare Management
Healthcare Reform: Where Is It Going?
Questions for Review and Discussion
Exercise: Responding to External Pressure
Chapter 3 The Nature of Supervision: Health Care and Everywhere
Chapter Objectives
Key Terms
For Consideration: Paid to Make Decisions?
Born to Work or Watch?
The Dual Nature of the Supervisor’s Role
The Peter Principle Revisited
The Working Trap
Nothing to Do?
The Responsibilities of Healthcare Management
The Nature of Supervision
Truly Paid to Make Decisions?
Questions for Review and Discussion
Exercise: Your Two Hats
Chapter 4 Management and Its Basic Functions
Chapter Objectives
Key Terms
For Consideration: A Tough Day for the New Manager
Introducing the Basic Management Functions
Management Functions in Brief
Planning
Organizing
Coordinating
Controlling
The Management Functions in Action
Emphasis
Questions for Review and Discussion
Case: Balancing the Functions
Case: “What Am I Doing Wrong?”
PART II The Supervisor and Self
Chapter 5 Delegation and Empowerment: Forming Some Good Habits
Chapter Objectives
Key Terms
What’s in a Definition?
For Consideration: Delegation for the Wrong Reasons, or “If You Want Something Done Right. . .”
Taken for Granted
The Nature of Delegation
What About “Empowerment”?
Why Delegate?
Failure to Delegate
Looking Upward as well as Downward: The Personal Approach to Delegation
The Pattern: The Nuts and Bolts of Delegation
“If You Want Something Done Right. . .”
Authority and Responsibility
Freedom to Fail
Building the Habit
Questions for Review and Discussion
Exercise: To Whom Should You Delegate?
Case: The Busy Boss Delegates
Chapter 6 Time Management: Expanding the Day Without Stretching the Clock
Chapter Objectives
Key Term
For Consideration: The Manager and the Sales Representative
Time and Time Again
Why Become More Time Conscious?
The Time Wasters
The Time Savers
Time Management and Stress Management: Inseparable Activities
Time-Wasting Pressures and the Supervisor’s Response
Respecting Your Employees’ Time
The Unrenewable Resource
Questions for Review and Discussion
Case: Ten Minutes to Spare?
Chapter 7 Self-Management and Personal Supervisory Effectiveness
Chapter Objectives
Key Terms
For Consideration: The Case of the Vanishing Day
It Starts with You
Initiative
Barriers to Effectiveness
Organization
Individual Planning and Goal Setting
The Increasing Importance of Prioritizing
Effective Use of Time
How Well Suited Are You to the Supervisory Role?
Case: The Drop-In Visitor
PART III The Supervisor and the Employee
Chapter 8 Interviewing: Start Strong to Recruit Successfully
Chapter Objectives
Key Terms
For Consideration: Potential Interview Questions?
Age Bias and the Baby Boomers
The Manager and the Interview
Candidates: Outside and Inside
Preparing for the Interview
Guidelines for Questioning
Employment References
The Actual Interview
Follow-Up
Questions for Review and Discussion
Role-Play: Would You Hire This Person?
Chapter 9 Leadership and the Supervisor
Chapter Objectives
Key Terms
For Consideration: One Boss Too Many
Introducing Leadership
Patterns of Leadership
Some Assumptions About People
Style and Circumstances
Outmoded Views
Leadership’s Primary Characteristic
Word Play: Leadership Versus Management
Can You Lead “By the Book”?
An Employee’s View
The Visible Supervisor
Leading by Default
True Leadership
Return to “One Boss Too Many”
Communicating with Employees: Leadership in Action
Empathy as an Asset
Developing Mutual Understanding
Barriers to Effective Communication
Listening
Diversity in the One-to-One Relationship
For Effective Interpersonal Communication
The Open-Door Attitude
Exercise: A View of You as a Leader
Case: Promotion
Chapter 10 When the Employees Are Professionals
Chapter Objectives
Key Terms
For Consideration
Defining the Professional
Nonhealth Professionals in Health Care
The Essential Team Approach
Professional Treatment and Professional Behavior
Judgment: Professional Versus Managerial
Motivation and the Professional
Turnover
Appraising the Professional’s Performance
Credibility of the Professional’s Superior
Delegation: The Same but Different
The Professional and Change
Employee Problems
The Professional as a Supervisor
Unions and the Professional Employee
For Consideration: A Disagreement Between Professionals
Questions for Review and Discussion
Case: The Bully
Chapter 11 Motivation: Intangible Forces and Slippery Rules
Chapter Objectives
Key Terms
For Consideration: Always the Last to Know
Satisfaction in Work
Demands on the Organization
Motivating Forces: The Basic Needs
What Makes Them Perform?
Money as a Motivator
Learn What Motivates Your Employees: Look to Yourself
Why the Last to Know?
Motivation and the First-Line Supervisor
Questions for Review and Discussion
Case: The Promotion
Case: The Dodger
Chapter 12 Performance Appraisal: Cornerstone of Employee Development
Chapter Objectives
Key Terms
For Consideration: “It’s Review Time Again”
Appraisal and the Manager
All at Once or Anniversary Date?
The Objectives of Appraisal
Traditional Appraisal Methods
Common Appraisal Problems
Why Appraisal Programs Often Fail
What About Jack’s Evaluation?
Why Appraise at All?
Requirements of an Effective Appraisal System
The Changing Language of Appraisal
Making Performance Appraisal Legally Defensible
Performance Standards
Constructive Appraisal
The Appraisal Interview
Living with an Existing System
A Simple Objective
A Potential Terminology Problem: “Standard” Versus “Average”
Questions for Review and Discussion
Chapter 13 Criticism and Discipline: Guts, Tact, and Justice
Chapter Objectives
Key Terms
For Consideration: Did He Have It Coming?
The Need for Rules
Criticism
Perhaps He Had Something Coming
Discipline
Nonpunitive Discipline
Behavioral Contracting
Coaching: Stopping Trouble Before It Starts
Guts, Tact, and Justice
Questions for Review and Discussion
Case: A Good Employee, But…
Case: The Informant
Chapter 14 The Problem Employee and Employee Problems
Chapter Objectives
Key Terms
For Consideration: What Do We Do About a First-Class Grouch?
Is There Such a Person as a “Problem Employee”?
Dealing with the Problem Employee
Seven Guidelines
Dealing with Cliques and Other Informal Groups
A Special Case: The Dead-End Employee
Absenteeism
Sick Time: Use, Abuse, and Alte