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Management principles for health professionals pdf

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Human Resources and Health Care Management Management Principles for Health Professionals, Seventh Edition is an independent. Management principles for health professionals, 1. Management principles for health professionals by Joan Gratto Liebler. Management principles for health. EBOOK $PDF Management Principles for Health Professionals Audiobook Click button below to download or read this book. Description.

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Read Management Principles for Health Professionals PDF - by Joan Gratto Liebler Jones & Bartlett Learning | Management Principles for Hea. Management Principles for Health Professionals Sixth Edition Joan Gratto Liebler , MA, MPA, RHIA Professor Emeritus Health Information Management Temple. Management Principles for Health Professionals Fifth Edition Joan Gratto Liebler, MA, MPA, RHIA Professor Emeritus, Health Information Management Temple.

To contact Jones and Bartlett Publishers directly, call , fax , or visit our website, Substantial discounts on bulk quantities of Jones and Bartlett s publications are available to corporations, professional associations, and other qualified organizations. For details and specific discount information, contact the special sales department at Jones and Bartlett via the above contact information or send an to Copyright by Jones and Bartlett Publishers, Inc. 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. Production Credits Chief Executive Officer: Clayton Jones Chief Operating Officer:
Professionals pdf principles for health management

Every author must decide what material to include and what level of detail to provide. The philosopher and pundit Samuel Johnson observed, A man will turn over half a library to make one book.

We have been guided by experience gained in the classroom and in many training and development workshops for health care practitioners. Three basic objectives determined the final selection and development of material: Acquaint the health care practitioner with management concepts essential to the understanding of the organizational environment within which the functions of the manager are performed. Some material challenges assumptions about such concepts as power, authority, influence, and leadership.

Some of the discussions focus on relatively new concepts such as appreciative inquiry approaches to motivation and conflict management and Six Sigma applications for quality control. Practitioners must keep abreast of developing trends in management, guarding against being the last to know. Provide a base for further study of management concepts.

Therefore, the classic literature in the field is cited, major theorists are noted, and terms are defined, especially where there is a divergence of opinion in management literature. We all stand on the shoulders of the management giants who paved the way in the field; a return to original sources is encouraged. Provide sufficient detail in selected areas to enable the practitioner to apply the concepts in day-to-day situations.

Several tools of planning and control, such as budget preparation and justification, training design, and labor union contracts are explained in detail. We have attempted to provide enough information to make it possible for the reader to use these tools with ease at their basic level.

It is the authors hope that the readers themselves, as they grow in their professional practice and management roles, will, in turn, contribute to the literature and practice of health care management.

We are grateful to our many colleagues who have journeyed with us over many years and who have shared ideas with us. Joan Gratto Liebler Charles R. She has over 36 years of professional experience in teaching and research in health care settings. In addition to teaching, her work and consulting experience include community health centers, behavioral health settings, schools, industrial clinics, prisons, and long-term care, acute care, and hospice facilities.

She has also been an active participant in areawide healthcare planning, end-of-life care coalitions, and areawide emergency and disaster planning. She is also the author of Medical Records: Policies and Guidelines and has authored numerous journal articles and contributed chapters relating to health information management. She is a credentialed Registered Health Information Administrator. Charles McConnell is an independent health care management and human resources consultant and freelance writer specializing in business, management, and human resource topics.

As author, coauthor, and anthology editor he has published 25 books and has contributed nearly articles to various publications. He is in his 26th year as editor of the quarterly professional journal The Health Care Manager.

Examples have been updated throughout, new examples have been provided in several chapters, and dated material carried over from the earlier editions has in most instances been either eliminated or replaced with more pertinent material. A completely new chapter, concerned largely with the management of change and the manager s role as a change agent. This chapter anchors and complements the balance of the book with significant examples relevant to what s occurring today in health care.

Much has been added concerning addressing change with employees, and developments such as the advent of the Health Insurance Portability and Accountability Act HIPAA are addressed in detail.

Chapter 6 The chapter entitled Organizing formerly Chapter 5 has been expanded to include enlarged consideration of outsourcing and information on telecommuting and using temporary workers. Chapter 10 New! This revised and reorganized section combines the former Chapter 6 Staffing: Chapter 11 The chapter entitled Training and Development: The Backbone of Motivation and Retention now covers considerable new information about both all-employee and departmental orientation, including comprehensive orientation checklists.

Chapter 14 This revised chapter, Communication: The Glue that Binds Us Together, features a greatly expanded section on written communication. Pleasant, Michigan Donald. John A. Concept of Management B.

Theories of Management C. Function of Management D.

Management Principles for Health Professionals Sixth Edition

Principles of Management. Kaiser, Ph. Management Across Cultures The second edition of this popular textbook explores the latest approaches to crosscultural management, as well as presenting strategies and tactics for managing international.

Basic Management Principles Author: Jack E. Wolff and Stephen A. Schniederjans University of Nebraska-Lincoln,. Basics of the U. Health Care System Nancy J. Contents Part I: Introduction to Management Chapter 1 Management: Last Updated: February [LA ] Sub. Elaborate on: SA, page 1 Nothing in this job description restricts management's right to assign or reassign duties and responsibilities to this job at any time. No part of this book.

Professor Michael Lauderdale Unique No.: SWB 3. No part of this publication may be reproduced, stored.

Management Principles for Health Professionals Fifth Edition

Law and Business Environment Prerequisite: MBA classification. Analysis of the legal and social. Fire Science Management is a broad based fire management educational program designed to augment. Baker Feleta L.

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Managers have formal authority to use organizational. Board Certification Examination There are questions on this examination. Of these, are scored questions and 25 are pretest questions that are not scored. Pretest questions are used to determine. Pynes I! Looking to Hire an HR Leader? Connelly Preface abbreviated This book incorporates the learning and worldwide experiences drawn from the author.

The decision to apply to the nursing program is one that you have already spent time. Practice Management Partnerships For over a decade the MediSync management team, in partnerships with forward thinking physicians, has helped medical groups become very highly successful even in these.

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Management Principles for Health Professionals Sixth Edition - PDF

Nancy Stewart, chair; Sue Jones, Connie Nichols The business leadership department philosophy states that everyone should manage all resources,. CP Revised Spring. Dirk Bergemann Yale University,. Standards of Professional Performance for the Acute Care Clinical Nurse Specialist Introduction Standards of professional performance describe a competent level of behavior in the professional role, including.

Log in Registration. Search for. Start display at page:. Dortha Sutton 2 years ago Views: Similar documents. More information. Management Principles for Health. Pleasant, Michigan Donald More information. To read more and buy, visit http: Course Number: Principles of Management More information. Management Across Cultures Management Across Cultures The second edition of this popular textbook explores the latest approaches to crosscultural management, as well as presenting strategies and tactics for managing international More information.

Basic Management Principles. E-Commerce Operations Management Downloaded from www. For personal use only. Schniederjans University of Nebraska-Lincoln, More information. Health Care System Basics of the U. Creating Organizational Charts Exercise: Developing a Job Description Appendix 5 A: Choosing an Adequate Control Mechanism: What Fits Best?

Adjusting the Budget Sample Operating Budget: Department of Physical Therapy Exercise: Newman Eldercare Services, Inc.: Strategic Plan Appendix 8 B: Executive Summary: Committee Structures Case: Trends and Indicators Case: A Matter of Motivation: The Delayed Promotion Case: Charting a Course for Conflict Resolution: It s a Policy Notes Appendix 10 A: Training Design: Release of Information Authority and Leadership: Rising from the Ranks Case: With Friends Like This Case: The Long, Loud Silence Case: Healthcare practitioners may exercise these functions on a continuing basis in their roles as department directors or unit supervisors, or they may participate in only a few of these traditional functions, such as training and development of unit staff.

In any case, knowledge of management theory is an essential element in professional training, as no single function is ever addressed independently of all others. In this book, emphasis is placed on definitions of terms, clarification of concepts, and, in some cases, highly detailed explanations of processes and concepts. The examples reflect typical practices in the healthcare setting.

However, all examples are fictitious and none are intended as legal, financial, or accreditation advice. Every author must decide what material to include and what level of detail to provide. The philosopher and pundit Samuel Johnson observed, A man will turn over half a library to make one book.

We have been guided by experience gained in the classroom, as well as in many training and development workshops for healthcare practitioners. Three basic objectives determined the final selection and development of material: Acquaint the healthcare practitioner with management concepts essential to the understanding of the organizational environment within which the functions of the manager are performed. Some material challenges assumptions about such concepts as power, authority, influence, and leadership.

Some of the discussions focus on relatively new concepts such as appreciative inquiry approaches to motivation and conflict management and Six Sigma applications for quality control. Practitioners must keep abreast of developing trends in management, guarding against being the last to know. Provide a base for further study of management concepts. Therefore, the classic literature in the field is cited, major theorists are noted, and terms are defined, especially where there is a divergence of opinion in management literature.

We all stand on the shoulders of the management giants who paved the way in the field; a return to original sources is encouraged. Provide sufficient detail in selected areas to enable the practitioner to apply the concepts in day-to-day situations.

Several tools of planning and control, such as budget preparation and justification, training design, and labor union contracts, are explained in detail.

We have attempted to provide enough information to make it possible for the reader to use these tools with ease at their basic level. It is the authors hope that the readers will contribute to the literature and practice of healthcare management as they grow in their professional practice and management roles.

We are grateful to our many colleagues who have journeyed with us over the years and shared their ideas with us. Joan Gratto Liebler Charles R. She has more than 36 years of professional experience in teaching and research in healthcare settings. In addition to teaching, her work and consulting experience include engagement with community health centers, behavioral health settings, schools, industrial clinics, prisons, and long-term care, acute care, and hospice facilities.

She has also been an active participant in area-wide healthcare planning, end-of-life care coalitions, and area-wide emergency and disaster planning. Liebler is also the author of Medical Records: Policies and Guidelines and has authored numerous journal articles and contributed chapters relating to health information management.

She is a credentialed Registered Health Information Administrator. Charles R. McConnell, MBA, CM, is an independent healthcare management and human resources consultant and freelance writer specializing in business, management, and human resources topics. As author, coauthor, and anthology editor, he has published 28 books and has contributed nearly articles to various publications. He is in his 30th year as editor of the quarterly professional journal The Health Care Manager.

Management Principles for Health Professionals, Sixth Edition, continues to present foundational principles of management in the context of contemporary health care. The sixth edition reflects contemporary issues by linking them to basic principles. Newly added examples include headline topics such as healthcare reform, high-tech applications, the electronic health record, medical identity theft, continuity of operations and succession planning, changing patterns of care, and emerging laws and regulations.

Examples and exhibits have been updated throughout. New figures and examples have been provided where changes indicated such need. Dated material carried over from earlier editions has in most instances been either eliminated or replaced with more pertinent material. There have also been small wording changes throughout the entire text for increased clarity and improved understanding. SPECIFIC CHAPTER UPDATES Chapter 2, The Challenge of Change, has been expanded with added discussions about the continuing implementation and emerging implications of the Health Insurance Portability and Accountability Act HIPAA , especially concerning how it affects privacy, continuing developments concerning electronic health record initiatives, the need for anticipatory readiness for change through organizational restructuring, adapting and revitalizing one s career, and some of the emerging implications of the Patient Protection and Affordable Care Act of A template to track the areas of impact of the last major law is presented; it enables a manager to identify the topics that should be monitored and to prepare responses to changes as they unfold.

Chapter 4, Planning and Decision Making, combines the topics of the former Chapters 4 and 5, providing more concise treatment of the principal topics, eliminating rarely used decision-making processes, and deemphasizing the topic of space renovation and planning. There is also a discussion on the necessity of planning for continuity of operations as well as succession.

Chapter 5, Organizing formerly Chapter 6 in the fifth edition , provides added information concerning various staffing alternatives such as outsourcing and telecommuting, and updates the material concerning job descriptions and their application. New material has also been added in the section on consultants contracts and reports. Chapter 6, Improving Performance and Controlling the Critical Cycle formerly Chapter 7 in the fifth edition , further speaks to such current prominent issues as patient privacy and the detection and prevention of medical identity theft, and addresses significant provisions and implications of the Patient Protection and Affordable Health Care Act of and its possible affect on the individual healthcare manager.

It describes the necessity for the healthcare middle manager to be knowledgeable about and involved in the development of the contents of specific critical documents as necessary, including the strategic plan and annual report, and how to create a project proposal and a business plan.

The essential features of a due diligence report are included. The appendix contains fullscale examples of a strategic plan, an annual report with its executive summary, and a major project proposal.

Chapter 10, Adaptation, Motivation, and Conflict Management, expands the material on employee satisfaction and motivation, and addresses current trends and indicators concerning labor unions in healthcare organizations. It includes discussion of motivation during critical incidents. Chapter 11, Training and Development: The Backbone of Motivation and Retention, expands upon the problems fostered by , the Internet, and social networking. It explores implications for employee education using these technologies; provides an example of a training program recommended for emphasizing the underlying values of patient privacy and dignity; and provides a new model of training design.

Chapter 12, Authority, Leadership, and Supervision, expands upon the material on the uses of authority and further examines authentic personal leadership. Chapter 13, Human Resources Management: A Line Manager s Perspective, now addresses some new directions in human resources caused by the continuing realignment of organizational structures in the healthcare industry. Chapter 15, Day-to-Day Management for the Health Professional-as- Manager, includes a new section addressing the relationship of the professionalas-department-manager to organizational change.

Pleasant, Michigan Donald. Basics of the U. Health Care System Nancy J. Management Across Cultures The second edition of this popular textbook explores the latest approaches to crosscultural management, as well as presenting strategies and tactics for managing international.

John A. The decision to apply to the nursing program is one that you have already spent time. Transition Guide for: Last Updated: Professor Michael Lauderdale Unique No.: SWB 3. Board Certification Examination There are questions on this examination. Of these, are scored questions and 25 are pretest questions that are not scored. Pretest questions are used to determine. Contents Part I: Introduction to Management Chapter 1 Management: Concept of Management B. Theories of Management C. Function of Management D.

Principles of Management. Looking to Hire an HR Leader? The Program Leading to Principal Certification Grades K Option 1 Program Self-Study The professional education program has well-defined criteria for admission which assesses the candidates potential. Pynes I! Standards of Professional Performance for the Acute Care Clinical Nurse Specialist Introduction Standards of professional performance describe a competent level of behavior in the professional role, including.

Key Core Courses for Business Management Technology Program and list of learning outcomes from syllabi, with highlighted essential learning outcomes that will be assessed in future for program outcomes. Anne Bernard Designer: US Healthcare Organization and Delivery. Credit 3 hours.

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