- Cover
- Half Title
- Title
- Copyright
- Dedication
- Contents
- Preface
- Acknowledgments
- About the Author
- Chapter 1: Office-Level Healthcare Leaders: Who They Are and What They Do
- 1.1 A Brief Introduction
- 1.2 Healthcare Leaders: A Definition
- 1.3 Healthcare Leaders: A Significant Part of the Workforce
- 1.4 Types of Healthcare Leaders
- 1.5 Healthcare Leaders Are a Diverse Group of People
- 1.6 Where Do Office-Level Healthcare Leaders Fit In?
- 1.7 Office-Level Healthcare Leaders: The Most Important Cogs in the Corporate Wheel
- 1.8 The Three Interrelated Elements: Best Practices Management Techniques, a People-Focused Culture, and CI Methodologies
- 1.9 Healthcare Organizations Often Do a Poor Job of Training Office-Level Leaders
- 1.10 A Case In Point: What Does One Do with a Well-Connected but Troublesome Employee?
- 1.11 Many Office-Level Healthcare Leaders Do Not Learn Proper Management Skills in School
- 1.12 From a Healthcare Organization’s Perspective: Allowing Administrators to Stick with Suboptimal Leadership Practices
- 1.12.1 Healthcare Organizations Have Sometimes Espoused the Mantra of “Just Good Enough”
- 1.12.2 Resistance to Change at Hospitals and Other Patient-Focused Facilities: A Special Set of Circumstances
- 1.12.3 The Takeaway: Office-Level Healthcare Leaders Can Sometimes Get by with Being “Just Good Enough”
- 1.13 Some Key Reasons Why Individuals Stick with Ineffective, Inefficient Leadership and Organizational Techniques
- 1.14 Key Reasons Why Office-Level Healthcare Leaders Should Adopt Best Practices Management and Organizational Approaches
- 1.15 Summing Things Up and Looking Ahead to Chapter 2—A Brief Synopsis of Key Leadership Ideas
- References
- Chapter 2: A Brief Synopsis of Key Leadership Ideas
- 2.1 A Brief Introduction
- 2.2 Understanding Office-Level Healthcare Leaders by Analyzing the Forces That Motivate Them
- 2.3 A Typical Administrator’s Ethical Beliefs: An Amalgam of Self-Interests and Duties
- 2.4 The Intense Desire to Leave a Legacy
- 2.5 Office-Level Healthcare Leaders Can Help Themselves When They Use Best Practices Management and Organizational Techniques
- 2.6 Strict Autocratic Management Styles
- 2.7 Today’s Office-Level Healthcare Leaders: The Old Management Styles No Longer Work as Well
- 2.8 Today’s Office-Level Healthcare Leaders Wear Many Hats
- 2.9 Best Practices Leadership Ideas
- 2.10 Good Healthcare Administrators Possess Strong Emotional Intelligence Skills
- 2.11 Managing and Motivating Workers: A Focus on Contracts
- 2.12 The Benefits of Using Best Practices Management Techniques
- 2.13 Summing Things Up and Looking Ahead to Chapter 3—A Primer on Continuous Improvement, Lean, and Six Sigma in the Healthcare Workplace
- References
- Chapter 3: A Primer on Continuous Improvement, Lean, and Six Sigma in the Healthcare Workplace
- 3.1 A Brief Introduction
- 3.2 CI Defined
- 3.3 The Differences between CI and Organizational Churn
- 3.4 Key Steps in the CI Process
- 3.5 CI-Focused Corporate Cultures: Reviewing the Past, Monitoring the Present, and Controlling the Future
- 3.6 Reasons for Adopting CI
- 3.7 CI Immersion: The Three-Level Perspective
- 3.8 Lean Six Sigma
- 3.9 The Key Philosophical and Methodological Differences between Lean and Six Sigma
- 3.10 It Makes Sense for Healthcare Organizations to Utilize Both Lean and Six Sigma
- 3.11 A Case in Point: The Emergency Room Staff Become More Efficient and Effective
- 3.12 Delving a Little Deeper into Lean’s Key Focus: Streamlining Work Processes by Eliminating Waste
- 3.13 Using the Five S’s as a Means to Understand Lean Principles
- 3.14 Key Tools in the Lean Arsenal
- 3.15 The DMAIC: Supporting Six Sigma’s Goals of Improving Performance and Providing Value to Stakeholders
- 3.16 Key Tools in Six Sigma’s Arsenal
- 3.17 Key Principles that Both Lean and Six Sigma Have in Common with Each Other
- 3.18 The Problems that Leaders at Resource-Challenged Institutions Face in Fully Utilizing Lean or Six Sigma
- 3.19 One Thing to Keep in Mind When Integrating Lean Six Sigma Ideals (or Any Other CI-Related Processes) into the Workplace: Embrace Technology and Routines but Do Not Stamp Out Creativity and Indivi
- 3.20 Summing Things Up and Looking Ahead to Chapter 4—Motivating Employees: Redesigning Organizational Level Processes to Create a Culture of Continuous Improvement
- References
- Chapter 4: Motivating Employees: Redesigning Organizational-Level Processes to Create a Culture of Continuous Improvement
- 4.1 A Brief Introduction
- 4.2 High-Performing Healthcare Organizations Create Cultures that Support CI
- 4.3 The Entire Organization Needs to Get Behind CI Initiatives
- 4.4 Healthcare Organizations: The Challenges of Diversity
- 4.5 Creating Homogeneity Out of Diversity: The Role of a Healthcare Organization’s Mission, Vision, and Values Statements
- 4.6 Controlling the Variables
- 4.7 Ways to Encourage Employees to Inculcate the Organization’s Mission, Vision, and Values
- 4.8 Creating a Sense of Unity: Putting the Organization First and the Department or Profession Second
- 4.9 Creating an Amicable Work Environment
- 4.10 Answer the “Why” Questions
- 4.11 The Flaws Are Systemic and Not Personal
- 4.12 Embrace HITs When Possible
- 4.13 A Belief That the Best Days Are Not Behind but in Front
- 4.14 Summing Things Up and Looking Ahead to Chapter 5—In the Trenches: Departmental-Level Strategies for Creating and Maintaining a Culture of Continuous Improvement
- References
- Chapter 5: In the Trenches: Departmental-Level Strategies for Creating and Maintaining a Culture of Continuous Improvement
- 5.1 A Brief Introduction
- 5.2 Where CI Is Concerned: Dysfunctional Departmental Cultures Can Waylay the Best-Laid Organizational Strategies
- 5.3 From the Point of View of CI: Key Aspects of a Dysfunctional Culture
- 5.4 A Case in Point: A Dysfunctional Claims Department
- 5.5 High-Performing Cultures Embrace Some Employee-Related Inefficiencies
- 5.6 Cultures that Support CI: Key Employee-Related Traits and Perspectives
- 5.7 Employee Self-Confidence Is a Key Trait in a CI-Focused Workplace
- 5.8 Structured Autonomy Is a Necessary Aspect of a CI-Supportive Culture
- 5.9 Satisfied Employees Are Critical to the Success of CI Initiatives
- 5.10 Motivated Workers Are a CI-Focused Administrator’s Most Important Asset
- 5.11 Team Players Are an Integral Part of Any CI Strategy
- 5.12 Employee Loyalty: A Key Part of Any CI-Supportive Culture
- 5.13 Trust: The Glue That Holds Every CI Project Together
- 5.14 Employee Adaptability: Critical to the Success of Many CI Implementation Strategies
- 5.15 Additional Employee-Related Skills That CI-Focused Administrators Should Covet
- 5.16 Summing Things Up and Looking Ahead to Chapter 6—A Guide to Implementing and Monitoring Quality Improvement Initiatives
- References
- Chapter 6: A Guide to Implementing and Monitoring Quality Improvement Initiatives
- 6.1 A Brief Introduction
- 6.2 Some General Tips for Improving a Department’s Efficiency and Effectiveness
- 6.3 CI at Small or Resource-Challenged Institutions: Fewer Team-Related Projects but Employee Cooperation Is Paramount
- 6.4 Keeping Things Simple
- 6.5 IPPIM
- 6.6 IPPIM versus ICADE
- 6.7 The Ideas Generation Stage
- 6.7.1 Clearing Up an Ambiguity: Causes versus Problems
- 6.7.2 Get to Know the Relevant Technologies and Employee Workflow Processes
- 6.7.3 Review Relevant Data and Talk to Key Stakeholders
- 6.7.4 For Interdepartmental Projects: Make Sure Everyone Understands and Accepts the Power Arrangements
- 6.7.5 Developing the “Problems to Tackle” List
- 6.8 The Presentation Stage
- 6.9 The Planning Stage
- 6.10 The Implementation Stage
- 6.11 The Monitoring Stage
- 6.12 Allocate Some Time for Self-Reflection
- 6.13 Summing Things Up and Looking Ahead to Chapter 7—How to Make the Right Decisions When One Does Not Have the Time to Plan
- References
- Chapter 7: How to Make the Right Decisions When One Does Not Have the Time to Plan
- 7.1 A Brief Introduction
- 7.2 A Healthcare Administrator’s Workday: Hectic and Somewhat Unpredictable
- 7.3 “In the Moment”: A Healthcare Supervisor’s Ad Hoc Decisions Can Make All of the Difference
- 7.4 Office-Level Healthcare Leaders’ Reliance on Advanced Technologies Might Leave Them More Vulnerable to Some Types of Surprises
- 7.5 Continuous Self-Improvement
- 7.6 Building the Right Mental Maps: The Key to Making the Best Ad Hoc Decisions
- 7.7 Constructing Internal Mental Maps
- 7.8 Creating Game Plans for Dealing with the Most Common Office-Related Ad Hoc Occurrences
- 7.9 Deftly Handling Ad Hoc Employee and Peer Interactions Requires Good Interpersonal Skills and Staff-Related Knowledge
- 7.9.1 Managing Ad Hoc Interactions by Controlling the Office Environment and Focusing on Formal Power Arrangements
- 7.9.2 The Most Effective Office-Level Healthcare Leaders Can Handle Almost Any Ad Hoc Situation
- 7.9.3 Self-Awareness Is the Key to Identifying Personal Weaknesses and Ameliorating These Flaws
- 7.9.4 Some Suggestions for Office-Level Healthcare Leaders Who Want to Improve Their Interpersonal Skills
- 7.10 Get to Know the Staff
- 7.11 Protect Stakeholders’ Privacy
- 7.12 A Case in Point: An Office-Level Healthcare Leader Happens to Run Across an Employee While at the Grocery Store
- 7.13 Summing Things Up and Looking Ahead to Chapter 8—Promoting a Vibrant Office Culture: Suggestions for Healthcare Administrators
- References
- Chapter 8: Promoting a Vibrant Office Culture: Suggestions for Healthcare Administrators
- 8.1 A Brief Introduction
- 8.2 The Typical Healthcare Administrator’s Important Office-Related Objectives
- 8.3 The Healthcare Supervisor’s Key to Success: Maintaining a Vibrant Office Culture
- 8.4 Some of the Important Benefits of Creating a Vibrant Office Culture
- 8.5 Focus on Developing the Right Infrastructure
- 8.6 Three Types of Workers: Habitual Complainers, Cheerleaders, and Fence Sitters
- 8.7 Controlling the Narrative: An Important Part of Creating a Vibrant Office Culture
- 8.8 Leveraging Rituals and Ceremonies to Boost Employee Morale and Affirm Organizational and Departmental Values
- 8.9 Five Additional Strategies That Healthcare Administrators Can Use to Help Them Cultivate Vibrant Office Cultures
- 8.10 Summing Things Up and Looking Ahead to Chapter 9—Developing and Enforcing Departmental Rules and Regulations
- References
- Chapter 9: Developing and Enforcing Departmental Rules and Regulations
- 9.1 A Brief Introduction
- 9.2 Four Types of Rules
- 9.3 A Healthcare Department’s Regulations Help to Define and Influence Its Culture
- 9.4 Office-Level Mandates: Bulwarks Against Negative Outside Influences
- 9.5 A Guide to Enforcing Externally Created Regulations
- 9.6 Suggestions for Creating Effective and Fair Office-Level Policies
- 9.7 Tips for Successfully Implementing and Enforcing Office-Level Rules
- 9.8 Summing Things Up and Looking Ahead to Chapter 10—A Recap
- References
- Chapter 10: A Recap
- 10.1 A Brief Introduction
- 10.2 The Typical Office-Level Healthcare Leader—An Important but Often Underappreciated Cog in the Corporate Wheel (Chapter 1)
- 10.3 Healthcare Leaders—Becoming More Interested in Utilizing Best Practices Management and CI Methods (Chapter 1)
- 10.4 Key Factors That Motivate Healthcare Administrators (Chapter 2)
- 10.5 Comparing Strict Autocratic Methods to Best Practices Management Styles (Chapter 2)
- 10.6 Defining and Describing CI (Chapter 3)
- 10.7 Comparing and Contrasting Lean and Six Sigma (Chapter 3)
- 10.8 Key Attributes of Organizational Cultures That Support CI (Chapter 4)
- 10.9 Suggestions for Fostering CI-Supportive Organizational Cultures (Chapter 4)
- 10.10 From a CI-Related Perspective—A Look at the Key Features of Dysfunctional Departmental Cultures (Chapter 5)
- 10.11 Key Aspects of High-Performing Office Cultures (Chapter 5)
- 10.12 Some General Tips for Improving a Department’s Efficiency and Effectiveness (Chapter 6)
- 10.13 A Guide for Office-Level Leaders Who Are Working Solo—Suggestions for Developing, Implementing, and Monitoring QI Initiatives (Chapter 6)
- 10.14 A Healthcare Administrator’s “In-the-Moment” Decisions Can Have a Significant Impact on His or Her Office-Related Metrics (Chapter 7)
- 10.15 Suggestions for Office-Level Healthcare Leaders Who Want to Make Good Ad Hoc Decisions (Chapter 7)
- 10.16 Defining and Describing a Vibrant Office Culture (Chapter 8)
- 10.17 Strategies for Successfully Managing Habitual Complainers, Cheerleaders, and Fence Sitters (Chapter 8)
- 10.18 Five Additional Strategies That Healthcare Administrators Can Use to Help Them Cultivate Vibrant Office Cultures (Chapter 8)
- 10.19 Developing and Enforcing Departmental Rules and Regulations (Chapter 9)
- 10.20 Summing Things Up
- References
- Index
-
No Comment
..................Content has been hidden....................
You can't read the all page of ebook, please click here login for view all page.