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Tables of Contents for Managing the Health Care Professional
Chapter/Section Title
Page #
Page Count
Preface
xi
Chapter 1-The Professional Defined: Traditionally, Legally, and Practically
1
14
Introduction
1
2
The Traditional Professions
3
1
A Legal Definition
4
5
Department of Labor Audits and Investigations
7
2
Other Legal Difficulties
9
1
In Practical Terms
10
3
Questions and Activities
13
2
Chapter 2-Professional Employees in the Health Care Organization
15
26
Historical Development of the Health Professions
15
1
The Health Care Team: A Generalized Hierarchy
16
7
The Generalized Hierarchy
18
3
Other Professional and Technical Specialties
21
2
An Example: One Institution's Hierarchy
23
4
Credentialing: Problem or Solution?
27
3
The Professional and the Labor Market
30
3
Balanced Budgets, Unbalanced Professionals
33
1
Non-health Professionals In Health Care
34
1
Then Essential Team Approach
35
1
The Future of the Health Professions
36
2
Questions and Activities
38
3
Chapter 3-From School to the Real World
41
8
A Gap Between Education and Work
41
2
A Mismatch of Expectations
43
1
The Organization's Role
44
3
Professional Education
45
1
The Newly Hired Professional
45
2
Questions and Activities
47
2
Chapter 4-The Professional and the Nonprofessional: Where Is the Line?
49
12
The Hazards of Comparison
49
3
Looking for the Distinctions
52
3
Directness of Supervision Required
52
1
Independence of Judgment
52
1
Degree of Responsibility and Accountability
52
1
Degree of Self-Motivation
53
1
Orientation to Growth
54
1
Division of Loyalty
54
1
Extent of Job Mobility
55
1
From the Manager's Perspective
55
2
Looking for the Line
57
1
Questions and Activities
58
3
Chapter 5-Professional Behavior and Professional Treatment
61
12
The Basic Conflict
61
1
Which Came First?
61
1
A Two-Way Street
62
1
When the Two Sides Fall to Meet in the Middle
62
1
Unions and Professionals
63
1
The One-to-One Relationship
63
1
The Employee
63
3
Status and Standing: Use and Abuse
64
1
The Lunch-Pall-and-Time-Clock Attitude
64
1
Control of the Work
65
1
Look at Why the Person is Employed
65
1
Behavior of the True Professional
66
1
Initiative: A Key Concern
66
1
Dedication and the Professional
67
1
Transference of Expertise
67
1
The Organization
68
4
The Double Standard
68
1
How the Manager Manages
69
1
Holding Employees Responsible
69
1
Equivalent Treatment
69
1
Judgment: Professional Versus Managerial
70
1
Conflicts of Behavior and Treatment
70
2
Questions and Activities
72
1
Chapter 6-Professional Mobility: Up, Across, or Out?
73
16
Across and Up: Internal Mobility
73
2
Horizontal Mobility
73
2
Vertical Mobility: Career Ladders
75
1
Climbing the Ladder: The Biomedical Engineering Example
76
1
The Longest Climb: The Nursing Example
77
5
Topping Out
79
1
Into Management
79
2
Other Directions
81
1
Out: Interorganizational Mobility
82
4
Specialization and Interorganizational Movement
82
1
Moving Easiest: The High-S1all Professional
82
1
Factors Influencing Mobility
83
1
The "Free-Agent" Mentality
84
1
Mobility Is a Matter of Degree
85
1
Questions and Activities
86
3
Chapter 7-Motivation and the Professional
89
18
Abundance of Motivation Theories
89
3
A Theory Is Only a Theory
89
1
Maslow in Brief
90
1
In Search of Satisfaction
91
1
A Simpler Hierarchy
91
1
The Herzberg Perspective
92
1
Motivation in the Working Relationship
92
2
Motivating Factors Versus Environmental Factors
92
2
The Manager's Role
94
2
The Manager and the Environmental Factors
95
1
The Professional's Motivators
96
1
Turnover
97
4
Why Valued Employees Quit
98
2
An Added Word About Pay
100
1
The Dead-End Employee
101
2
Management to Motivate
103
2
Questions and Activities
105
2
Chapter 8-Appraising the Professional's Performance
107
30
Need Appraisal Be a Dreaded Task?
107
2
The Objectives of Appraisal
109
1
Traditional Performance Appraisal Methods
110
4
Rating Scales
110
1
Employee Comparison
110
1
Checklists
111
1
Critical Incident
112
1
Field Review
112
1
Free-Form Essay
113
1
Group Appraisal
113
1
Peer Group Appraisal
113
1
Different Approaches for Different Employees?
114
2
Evaluation of Appraisal
116
1
Reasons for Appraisal Failure
117
4
Requirements of an Effective Appraisal System
121
1
A Suggested Approach
122
10
Performance Appraisal-Part 1
124
2
Part 1 Appraisal Ratings
126
1
Performance Appraisal-Part 2
126
2
Job Description Review and Update
128
1
Initial Part 1 Appraisal
129
1
Target Setting
130
1
Follow-Up Appraisal
131
1
Regular Review and Update
131
1
Legal Implications of Performance Appraisal
132
2
In Perspective
134
1
Questions and Activities
134
3
Chapter 9-Day-to-Day Management of the Professional Employee
137
26
The Professional as a Scarce Resource
137
2
Oversupply and Undersupply
137
1
The Increasing Importance of Retention Efforts
138
1
The High-Skill Professional: Some Special Management Problems
139
4
The High-Skill Professional in the Health Care Organization
139
1
Characteristics of the High-Skill Professional
140
1
The High-Skill Professional and the Manager
141
2
Credibility of the Professional's Superior
143
1
Leadership and the Professional
144
4
A Range of Styles
144
1
Some Assumptions About People
145
1
Style and Circumstances
146
2
Delegation: The Same, But Different
148
5
How Well Do You Delegate?
148
1
Obligation to Delegate
149
1
The Delegation Process
149
2
The Professional: Some Important Differences
151
1
Authority and Responsibility
152
1
The Habit of Delegation
152
1
The Professional and Change
153
3
Basis for Resistance
153
1
The Manager's Approach
154
2
Methods Improvement
156
1
Employee Problems
156
1
Communication and the Professional
157
3
The Professional and the "Inside" Language
157
3
An Open-Ended Task
160
1
Questions and Activities
161
2
Chapter 10-The Professional as a Manager
163
18
Two Hats: Specialist and Manager
163
6
Assuming the Parallel Career
163
1
Examples of Professional Managers
164
2
Well Trained and Untrained
166
1
Manager's Complaints
166
2
The Ill-Fitting Management Hat
168
1
A Constant Balancing Act
169
1
The Ego Barrier
170
4
Some Are More Special Than Others?
170
1
Example: A "Professional" Ego Problem
171
2
Attempt to Subordinate Management
173
1
Transference of Expertise
174
1
The Changing State of Health Care Management
175
4
Forces Affecting the Health Care Manager
175
1
Reengineering by Any Other Name
176
1
Organizational Flattening: Common Reengineering Fallout
177
1
Change as a Way of Life
178
1
A Look Ahead
179
1
Questions and Activities
179
2
Chapter 11-Unionization and the Professional
181
26
The Organizing Emphasis in Health Care
181
9
A Growing Problem for Health Care Management
181
3
The Professional Employee
184
3
The Unique Position of the Professional Nurse
187
2
Managers and Unions
189
1
Vulnerability to Union Organizing
190
3
Quality of Direct Supervision
190
1
Organizational Stability and Job Security
190
1
Compensation and Benefits
191
1
Input to Organizational Processes
191
1
Problem Resolution Process
191
1
Working Conditions and Facilities
192
1
Selection and Placement
192
1
Employee Morale
192
1
The Organizing Approach
193
1
The First-Line Manager's Key Role
194
6
The Bargaining Election
200
1
Unequal Positions
201
1
If the Union Wins
202
1
Decertification: Removing the Union
202
2
Questions and Activities
204
3
Chapter 12-Cases: Managing the Healthcare Professional
207
38
Use of the Cases
207
1
A Case Study Example
208
6
The Cases
214
31
Case 1-Carol's Choice
214
2
Case 2-The Dual Role: Should the Manager Do Nonmanagement Work?
216
1
Case 3-A Meeting of Professionals?
217
1
Case 4-"I'm Only Doing What I'm Told to Do"
218
2
Case 5-The D.I.
220
2
Case 6-The Silencer
222
2
Case 7-The Bully
224
1
Case 8-The Dodger
225
1
Case 9-He Didn't Work Out
226
2
Case 10-The Department's Resident "Expert"
228
2
Case 11-The Busy, Busy Manager Finally Delegates
230
2
Case 12-Paid to Make Decisions
232
2
Case 13-The Promotion
234
1
Case 14-The Voice
235
1
Case 15-When Push Comes to Shove, the Boss is Always the Boss
236
3
Case 16-Looking for the Limits
239
1
Case 17-Breach of Confidence
240
1
Case 18-The Giver of Orders
241
1
Case 19-Take Your Choice
242
1
Case 20-The Ineffective Subordinate
243
2
Index
245