Case Study Discussion: It’s A Policy
Case Study Discussion: It’s A Policy
CASE: CHARTING A COURSE FOR CONFLICT RESOLUTION—“IT’S A POLICY”
Read the case below from Chapter 10 in your textbook:
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Background
The setting is an 82-bed hospital located in a small city. One day an employee of the maintenance department asked the supervisor, George Mann, for an hour or two off to take care of some personal business. Mann agreed, and he asked the employee to stop at the garden equipment dealership and buy several small lawnmower parts that the department required. While transacting business at a local bank, the employee was seen by Sally Carter, the supervisor of both human resources and payroll, who was in the bank on hospital business. Carter asked the employee what he was doing there and was told the visit was personal. On returning to the hospital, Sally Carter examined the employee’s time card. The employee had not punched out to indicate when he had left the hospital. Carter noted the time the employee returned, and after the normal working day she marked the card to indicate an absence of 2 hours on personal business. Carter advised the chief executive officer (CEO), Jane Arnold, of what she had done, citing a long-standing policy (in their dusty, and some would say infrequently used, policy manual) requiring an employee to punch out when leaving the premises on personal business. The CEO agreed with Sally Carter’s action. Carter advised Mann of the action and stated that the employee would not be paid for the 2 hours he was gone. Mann was angry. He said he had told the employee not to punch out because he had asked him to pick up some parts on his trip; however, he conceded that the employee’s personal business was probably the greater part of the trip. Carter replied that Mann had no business doing what he had done and that it was his—Mann’s—poor management that had caused the employee to suffer. Mann appealed to the CEO to reopen the matter based on his claim that there was an important side to the story that she had not yet heard. Jane Arnold agreed to hear both managers state their position. Case Study Discussion: It’s A Policy
Present a 12 – 15 slide PowerPoint answering the case study questions. The number of slides exclude the title and reference pages. Substantial Speaker Notes are required throughout the entire presentation. Below you will find articles with more info on speaker notes.
- Develop the argument you would be advancing if you were in George Mann’s position.
- In similar fashion, thoroughly develop the argument you would advance if you were in Sally Carter’s position.
- Assuming the position of the CEO, Jane Arnold, render a decision. (Document your decision in whatever detail may be necessary, complete with explanation of why you decided in this fashion)
- Based on your responses to Questions 1 to 3, outline whatever steps—policy changes, guidelines, payroll requirements, or something else—you believe should be considered to minimize the chances of similar conflict in the future.
Reference your readings and include a minimum of 5 peer-reviewed, scholarly, or similar articles.
Format your PowerPoint according to APA guidelines.
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HSA4110ManagementPrinciplesforHealthProfessionals.pdfManagement Principles for Health Professionals
Seventh Edition
Joan Gratto Liebler, MA, MPA, RHIA Professor Emerita
Health Information Management Temple University
Philadelphia, Pennsylvania
Charles R. McConnell, MBA, CM Consultant
Human Resources and Health Care Management Ontario, New York
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Library of Congress Cataloging-in-Publication Data
Names: Liebler, Joan Gratto, author. | McConnell, Charles R., author. Title: Management principles for health professionals / Joan Gratto Liebler, Charles R. McConnell. Description: Seventh edition. | Burlington, MA : Jones & Bartlett Learning, [2017] | Includes bibliographical references and index. Identifiers: LCCN 2015048788 | ISBN 9781284088007 (pbk. : alk. paper) Subjects: | MESH: Health Services Administration | Health Facility Administration | Health Personnel—organization & administration | United States Classification: LCC RA393 | NLM W 84 AA1 | DDC 362.1068—dc23 LC record available at http://lccn.loc.gov/2015048788
6048
Printed in the United States of America
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Contents
Preface About the Authors What’s New in the Seventh Edition
Chapter 1 The Dynamic Environment of Health Care The Dynamic Environment of Health Care Client/Patient Characteristics Trends Relating to Practitioners and Caregivers The Healthcare Setting: Formal Organizational Patterns and Levels
of Care Laws, Regulations, and Accrediting Standards The Impact of Technology Reimbursement and Patterns of Payment The Managed Care Era Who is Really Paying the Bills? Reimbursement System Weaknesses Social and Ethical Factors The Role Set of the Healthcare Practitioner as Manager Management as an Art and a Science Exercise: Becoming a Split-Department Manager Notes
Chapter 2 The Challenge of Change The Impact of Change The Manager as Change Agent Review of Successful Change Change and Resistance to Change One More Challenge: The Patient Protection and Affordable Care
Act of 2010 Case: In Need of Improvement?
Chapter 3 Organizational Adaptation and Survival The Organization as a Total System The History of Management
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The Systems Approach Formal Versus Informal Organizations Classification of Organizations Classification of Healthcare Organizations Classic Bureaucracy Consequences of Organizational Form The Clientele Network Clients Suppliers Advisers Controllers Adversaries Coalitions for Building Community and Client Involvement Example of Clientele Network for a Physical Therapy Unit Introducing Organizational Survival Strategies Bureaucratic Imperialism Co-Optation Hibernation and Adaptation Goal Succession, Multiplication, and Expansion Organizational Life Cycle Notes
Chapter 4 Leadership and the Manager Change and the Manager Why Follow the Manager? The Concept of Power The Concept of Influence The Concept of Formal Authority The Importance of Authority Sources of Power, Influence, and Authority Restrictions on the Use of Authority Importance of Delegation Leadership Some Final Thoughts about Authentic Personal Leadership Case: Authority and Leadership: Rising from the Ranks Case: Discipline and Documentation—Here She Goes Again Notes. Case Study Discussion: It’s A Policy
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Chapter 5 Planning and Decision Making Characteristics of Planning Participants in Planning The Planning Process Planning Constraints or Boundaries Characteristics of Effective Plans Core Values, Philosophy, Heritage Statement, and Mission Overall Goals Objectives Functional Objectives Policies Procedures Methods Rules Project Planning Elements and Examples of Major Projects The Plan and the Process Decision Making Decision-Making Tools and Techniques Exercise: From Intent to Action: The Planning Path Exercise: Plans Are What? Exercise: Goals, Objectives, and Procedures Case: Paid to Make Decisions? Notes
Chapter 6 Organizing and Staffing The Process of Organizing Fundamental Concepts and Principles The Span of Management Line and Staff Relationships The Dual Pyramid form of Organization in Health Care Basic Departmentation Specific Scheduling Flexibility in Organizational Structure The Organizational Chart The Job Description The Management Inventory The Credentialed Practitioner as Consultant
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The Independent Contractor Guidelines for Contracts and Reports Exercise: Creating Organizational Charts Exercise: Developing a Job Description Appendix 6–A: Sample Contract for a Health Information
Consultant Appendix 6–B: Sample Cover Letter and Report
Chapter 7 Committees and Teams The Nature of Committees The Purposes and Uses of Committees Limitations and Disadvantages of Committees Enhancement of Committee Effectiveness The Committee Chairperson Committee Member Orientation Minutes and Proceedings Where Do Teams Fit In? As Employee Involvement Increases Employee Teams and Their Future Exercise: Committee Structures Case: The Employee Retention Committee Meeting
Chapter 8 Budget Planning and Implementation The Revenue Cycle The Budget Uses of the Budget Budget Periods Types of Budgets Approaches to Budgeting The Budgetary Process Capital Expenses Supplies and Other Expenses The Personnel Budget Direct and Indirect Expenses Budget Justification Budget Variances The General Audit Sample Budget: Health Information Service
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Exercise: Adjusting the Budget
Chapter 9 Training and Development: The Backbone of Motivation and Retention
Employee Development Orientation Training Mentoring Clinical Affiliation/Clinical Practice Program and Contract Exercise: What to Do When Budget Cutting Threatens Training? Case: The Department’s “Know-It-All” Appendix 9–A: Training Design: Release of Information
Chapter 10 Adaptation, Motivation, and Conflict Management Adaptation and Motivation Theories of Motivation Practical Strategies for Employee Motivation Appreciative Inquiry Motivation and Downsizing Conflict Organizational Conflict Discipline The Labor Union and the Collective Bargaining Agreement Labor Unions in Health Care: 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: Sample Collective Bargaining Agreement. Case Study Discussion: It’s A Policy
Chapter 11 Communication: The Glue That Binds Us Together A Complex Process Communication and the Individual Manager Verbal (Oral) Communication Written Communication Communication in Organizations Orders and Directives Case: The Long, Loud Silence Case: Your Word Against His
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Notes
Chapter 12 The Middle Manager and Documentation of Critical Management Processes
The Strategic Plan The Annual Report The Executive Summary Major Project Proposal Business Planning for Independent Practice The Due Diligence Review Exercise: Preparing Your Business Plan Appendix 12–A: Newman Eldercare Services, Inc.: Strategic Plan Appendix 12–B: Annual Report of the Health Information Services Appendix 12–C: Executive Summary: Annual Report of the Health
Information Services Appendix 12–D: Sample Project Proposal for Funding
Chapter 13 Improving Performance and Controlling the Critical Cycle Quality, Excellence, and Continuous Performance Improvement The Search for Excellence: A Long and Varied History The Management Function of Controlling Benchmarking Tools of Control The Critical Cycle Exercise: Choosing an Adequate Control Mechanism—What Fits
Best? Exercise: Promoting Total Quality Management Note
Chapter 14 Human Resources Management: A Line Manager’s Perspective “Personnel” Equals People A Vital Staff Function A Service of Increasing Value Increase in Employee-Related Tasks Learning about Your Human Resources Department Putting the Human Resources Department to Work Some Specific Action Steps Further Use of Human Resources