Includes bibliographical references and index.

Machine generated contents note: ch. 1 The Supervisor's Job, Roles, Functions, and Authority --
Chapter Objectives --
The Healthcare Perspective --
The Demands of the Supervisory Position --
The Managerial Aspects of the Supervisory Position --
The Meaning of Management --
Managerial Skills and Technical Skills --
Managerial Functions and Authority --
Expect Surprises --
Benefits of Better Management --
Summary --
Notes --
Additional Readings --
ch. 2 The Theories and History of Management --
Chapter Objectives --
Industrial Revolution (1700's-1800's) --
Classical School (1800's-1950's) --
Human Relations Movement (1930[--]Present) --
Human Resources School (1950[--]Present) --
Contemporary Management Theories (1940's[--]Present) --
Cultural Theory (1970's[--]Present) --
Summary --
Note --
Additional Readings --
ch. 3 Decision Making --
Chapter Objectives --
Programmed and Nonprogrammed Decisions --
The Importance of Decision-Making Skills --
Summary. Note continued: Additional Readings --
ch. 4 Coordinating Organizational Activities --
Chapter Objectives --
The Meaning of Coordination --
Coordination and Cooperation --
Difficulties in Attaining Coordination --
Coordination and Managerial Functions --
Coordination and Decision Making --
Coordination and Communication --
Dimensions of Coordination --
Summary --
Additional Readings --
ch. 5 Communicating --
Chapter Objectives --
The Nature of Communication --
Communication Network --
Formal Channels --
Communication Media --
The Manager's Role in Communication --
Barriers to Communication --
Overcoming Barriers to Improve Communication Effectiveness --
The Grapevine: The Informal Communication Network --
Summary --
Additional Readings --
Appendix 5.1 --
Poorly Written Memo --
Well-Written Memo --
Appendix 5.2 --
Guidance for Better Communication --
Language --
Additional Reading --
ch. 6 Legal Aspects of the Healthcare Setting --
Chapter Objectives --
Liability. Note continued: Personnel-Related Regulations --
Summary --
Notes --
Additional Reading --
ch. 7 Managerial Planning --
Chapter Objectives --
The Nature of Planning --
Forecasting Trends --
Supervisory Forecasts --
Benefits of Planning --
The Strategic Planning Process --
The Use of Objectives in Planning --
Monitoring the Effectiveness of the Strategic Plan --
Summary --
Notes --
Additional Readings --
Appendix 7.1 --
Managers' Input to Strategic Planning Process --
Appendix 7.2 --
Board of Trustees' SWOT Comments --
ch. 8 Tactical Considerations in Planning --
Chapter Objectives --
The Supervisor as a Change Agent --
Planning Strategies --
Summary --
Note --
Additional Readings --
Appendix 8.1 --
Space Planning Tools --
ch. 9 Planning Tools --
Chapter Objectives --
Policies --
Procedures --
Methods --
Rules --
Work Simplification --
Organizational Manuals --
Programs and Projects --
Budgets --
Summary --
Appendix 9.1 --
Policy and Procedure Template --
Appendix 9.2. Note continued: Work Simplification --
ch. 10 Time Management Techniques --
Chapter Objectives --
Use of Time --
Time-Use Chart --
Managing the Employees' Time --
Summary --
Notes --
Additional Readings --
ch. 11 Fundamental Concepts of Organizing --
Chapter Objectives --
Formal Organization Theory --
Two Key Concepts --
Authority --
Line and Staff --
Span of Management --
Summary --
Note --
Additional Readings --
ch. 12 Division of Work and Departmentalization --
Chapter Objectives --
Division of Work or Job Specialization --
Departmentalization --
Organizing at the Supervisory Level --
Departmental Organizational Structure --
Organization and Personnel --
Organizational Design --
Organizational Charts --
Summary --
Notes --
ch. 13 Delegation of Authority --
Chapter Objectives --
The Meaning of Delegation --
The Scalar Chain (Chain of Command) --
Unity of Command --
The Process of Delegation --
Availability of Trained Subordinates --
Selecting a Backup --
Recognition. Note continued: Equality of the Three Essential Parts --
Centralization[--]Decentralization Continuum --
Achieving Delegation of Authority --
Organizational Maturity --
Delegation and General Supervision --
Advantages and Disadvantages of Delegation --
Summary --
Note --
Additional Readings --
ch. 14 Process of Reorganization and Tools to Improve the Process --
Chapter Objectives --
Reorganization Concepts and Tools --
Reorganization Vocabulary --
The Supervisor's Role in Quality Management --
What Is Quality? --
Other Approaches That Foster Collaboration, Innovation, and Process Improvements --
An Example of Six Sigma --
Six Sigma Versus Lean Versus Kaizen --
Reengineering --
Downsizing and Rightsizing --
Recentralization of Authority --
Summary --
Notes --
Acknowledgments --
Additional Readings --
ch. 15 Committees as an Organizational Tool --
Chapter Objectives --
The Nature of Committees --
Functions of Committees --
Benefits of Committees. Note continued: Disadvantages of Committees --
The Effective Operation of a Committee --
The Committee Meeting --
Summary --
Additional Readings --
ch. 16 The Informal Organization --
Chapter Objectives --
The Genesis of the Informal Group --
Benefits Derived from Groups --
Structure and Function of the Informal Organization --
The Supervisor and the Informal Organization --
Summary --
Additional Reading --
ch. 17 The Staffing Process --
Chapter Objectives --
The Staffing Function and the Human Resources Department --
Staffing and Legal Implications --
Functional Authority and the Human Resources Department --
The Supervisor's Staffing Function --
The Organizing Side of Staffing --
Summary --
Note --
Additional Reading --
ch. 18 The Selection Process --
Chapter Objectives --
Early Assessment --
Interviews --
The Employment Interview --
Evaluating the Applicant --
Testing the Applicant --
Diversity --
Making the Decision --
Summary --
Notes --
Additional Readings. Note continued: ch. 19 Performance Appraisals and Position Changes --
Chapter Objectives --
The Performance Appraisal System --
Performance Appraisal Methods --
Performance Appraisal Purposes --
Mentoring, Skill Building, and Succession Planning --
Timing of Appraisals --
Who Is the Appraiser? --
Performance Rating --
Preparing for the Interview --
The Appraisal Interview --
Proper Wages, Salaries, and Benefits --
Promotion --
Summary --
Notes --
Additional Readings --
ch. 20 Giving Directives and Managing Change --
Chapter Objectives --
Characteristics of Good Directives --
Directing Techniques --
Explaining Directives --
General Supervision Compared with No Supervision --
Team Management --
Change and Influencing --
Summary --
Additional Readings --
Appendix 20.1 --
Code of Ethics: Guide to Ethical Behavior for the Staff of Anytown Hospital --
ch. 21 Leadership --
Chapter Objectives --
Leadership Theories --
Leadership Roles --
Leadership Style --
Energizing Staff. Note continued: Diversity --
Social Responsibility --
Summary --
ch. 22 Motivation --
Chapter Objectives --
Theories of Motivation --
Model of Motivational Processes --
Perceptions, Values, and Attitudes --
Modifying Motivational Techniques --
Working with the Generations and Diversity --
Summary --
Notes --
Additional Readings --
Appendix 22.1 --
"One More Time: How Do You Motivate Employees?" --
"Motivating" with KITA --
Hygiene vs. Motivators --
Appendix 22.2 --
Principles of Vertical Job Loading --
Principal Motivators Involved --
Steps to Job Enrichment --
Concluding Note --
ch. 23 Morale --
Chapter Objectives --
The Nature of Morale --
The Level of Morale --
Factors Influencing Morale --
The Supervisor's Role --
The Effects of Morale --
Assessing Current Morale --
Summary --
Additional Readings --
Appendix 23.1 --
Sample Flex-Time Policy --
Appendix 23.2 --
University of Texas Medical Branch Telecommuting Agreement --
ch. 24 Discipline --
Chapter Objectives. Note continued: Organizational Discipline --
When Disciplinary Action Is Warranted --
The Supervisor's Dilemma --
The "Red-Hot Stove" Approach --
Discipline Without Punishment --
Right of Appeal --
Summary --
Note --
ch. 25 Fundamentals of Control and the Controlling Function --
Chapter Objectives --
The Nature of Control --
Human Reactions to Control --
The Supervisor and Control --
The Anticipatory Aspect of Control --
Control Systems --
The Feedback Model of Control --
The Closeness of Control --
Basic Requirements of a Control System --
Steps in the Supervisor's Control Function --
Benchmarking --
Summary --
Notes --
Additional Readings --
ch. 26 Budgetary and Other Control Techniques --
Chapter Objectives --
The Nature of Budgeting and Budgetary Control --
The Supervisor's Concern About Budgeting --
Numerical Terms in Budgeting --
Making the Budget --
Participation in Traditional Budgeting --
Budgeting Approaches --
Types of Budgets --
Preparing the Budget. Note continued: Other Budget Considerations --
Additional Controls --
Summary --
Notes --
Additional Reading --
ch. 27 The Labor Union and the Supervisor --
Chapter Objectives --
The Nuances of Unions --
Unionization and Labor Negotiations --
The Supervisor and the Shop Steward --
Employee-Friendly Legislation --
Summary --
Additional Reading --
ch. 28 Handling Grievances --
Chapter Objectives --
The Shop Steward's Role --
The Supervisor's Role --
Nonunionized Organizations --
Summary --
ch. 29 Emerging Influences in Healthcare --
Chapter Objectives --
The Force of Change --
Changing Occupations and Workforce --
Changing Consumers and Satisfaction --
Changing Technology and Medicine --
Changing Economic and Regulatory Environment --
Changing Policies and Oversight --
Changing Staff Issues --
Changing Communication Methods --
Changing Cost Structure and Focus --
A Final Word --
Note --
Additional Reading --
Appendix 29.1 --
First-Time Management Blunders.

The way a supervisor handles the managerial aspects of the job makes the difference between running the department and being run by the department. Now in its tenth edition, Dunn and Haimann s Healthcare Management continues to provide readers with the information and tools they need to understand and keep pace with the vast changes occurring in healthcare management today. Although the text builds its framework around the core functions of management planning, organizing, staffing, influencing, and controlling key topics relating to the Affordable Care Act (ACA), new technologies for managers and medical staffs, and a savvier customer base are also addressed.

This updated edition includes new glossary terms reflecting the ACA and other recent industry changes, as well as:

A discussion of social media as an internal and external communications tool, with guidelines for setting appropriate boundaries on social media use
Enhanced coverage of planning processes, including benchmarking and maintaining a data repository with input from various applications and systems
Expanded treatment of budgeting tools, including the rolling and grow budget techniques
A discussion of capital expenditure requests, incorporating return on investment (ROI) and the payback period as a capital ROI budgeting approach
Information on Peter Senge s entrepreneurial management theory and an expanded discussion of contingency theory
Updated information on personnel-related regulations, including the Fair Labor Standards Act, Family and Medical Leave Act rules, and Health Insurance Portability and Accountability Act penalties.