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Manual of Healthcare Leadership - Essential Strategies for Physician and Administrative Leaders
CITATION
Lombardi, Donald and
Slonim, Anthony
.
Manual of Healthcare Leadership - Essential Strategies for Physician and Administrative Leaders
.
US
: McGraw-Hill Professional, 2013.
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Manual of Healthcare Leadership - Essential Strategies for Physician and Administrative Leaders
Authors:
Donald Lombardi
and
Anthony Slonim
Published:
December 2013
eISBN:
9780071794855 0071794859
|
ISBN:
9780071794848
Open eBook
Book Description
Table of Contents
Cover
Title Page
Copyright Page
Contents
Preface
Chapter One: Making the Transition to Healthcare and Physician Leadership
Difference Between Professional and Managerial Roles
Understanding Common Organizational Structures
Dividing Work Among Teams
Identifying Characteristics of Strong Teams
The Customer/Patient Profile
Essential Tenets of Leadership
The Mistake Review Matrix
The Critical Three Departure Questions
Chapter Two: The PACT System for Strategic Leadership Communication
Introduction
The Performance Matrix
Applying the PACT Factors
Summary
Practical Resource—Chapter II
Chapter Three: A Healthcare Leader's Guide to People Management
Meeting Today's Human Resource Demands
Human Resource Management
A Primer on the Law and Leadership
Labor-Management Relations
Human Resource Professionals—Know Your Support System
Planning Considerations for Your Staff
Attracting a Quality Workforce
Developing a Quality Workforce
Maintaining a Quality Workforce
Probation or Termination
Summary
Practical Resource—Chapter III
Chapter Four: Dealing With Politics, Problems, and Process
The Miasma of Politics
Recognizing Intradepartmental Conflict
Resolving Intradepartmental Conflict
Leading Through Conflict, Change, and Crisis
The Establishment of Trust
Intradepartmental Conflict and Resolution
Termination and Probation
Dealing With Internal and External Customers
Summary
Practical Resource—Chapter IV
Chapter Five: Practical Strategy for Planning
The Essential Elements of Successful Plans
Greater Focus and Flexibility
The Planning Process
Planning Tools and Techniques
SWOT Analysis
What It Takes to Make Decisions
Utilizing the Portfolio Planning Approach
Tools for Making Strategic Decisions
Models for Implementing Strategies and Decisions
Summary
Practical Resource—Chapter V
Chapter Six: Motivation, Communication, and Negotiation
Continuous Leadership Development
Becoming a Transformational Leader
Identifying Appropriate Values
Two-Factor Theory
Acquired Needs Theory
Exploring Job Design Alternatives
Dealing With Nonplayers
Understanding Why People Resist Change
The Power of Thank You
Responding to Change Resistance
Team Interventions
Dealing With Stress
Communication Essentials
Practical Resource—Chapter VI
Chapter Seven: Maximizing Team Action and Individual Performance
Conducting a Team Analysis
Qualities of a Strong Team Player
Analyzing Work Personality
Performing Work Personality Analysis
Establishing Team Orientation
Conducting a Team Prototype Analysis
Reinforcing Team Orientation
Operationalizing the VDA Program
Summary
Practical Resource—Chapter VII
Chapter Eight: Encouraging Creativity and Innovation
Establishing a Creative Work Environment
Stimulating Innovation Input
Other Critical Factors for Long-Term Change
Summary
Practical Resource—Chapter VIII
Chapter Nine: Education and Development Strategies
Education and Development
The Learning Curve
Sources of Learning
Types of Learning
Staff and Employee Development
Serving as an Educator
Summary
Practical Resource—Chapter IX
Chapter Ten: Applying the C-Formula: Strategies for Staff Engagement
Dynamics of Effective Health Care Management Communication
Underscoring Mutual Benefit
Listening Keys
Dealing With the Biggest C-Factor—Change
Leadership Roles for the Change Process
Summary
Practical Resource—Chapter X
Index
