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Human Resources In Healthcare Managing For Success 4th Edition Bruce Fried, Myron D. Fottler - Solutions
1. What would you do in Kathleen’s situation?
3. Without face-to-face encounters, how will you ensure that every member of the team does his or her assigned tasks so that a high-quality presentation is produced?
2. On what criteria would you base the selection of team members?
1. How will you organize the virtual team? Would you select a team leader?If so, on what criteria would you base the selection?
10. Select one healthcare position with which you are familiar. What work schedule innovations make the most sense for this position? Why?
9. What types of work teams are most appropriate for achieving which objectives in the healthcare industry?Cite at least one successful team effort in healthcare.
8. What are the advantages and disadvantages of using multiskilled health practitioners?
7. Describe and discuss future-oriented job analysis and generic job analysis.How may each be used to help healthcare executives cope with a rapidly changing and competitive environment? What are some potential pitfalls of each approach?
6. Are healthcare jobs static, or do they change over time? What may cause a job to change over time? What implications does this change have for job analysis?
5. How can the existence of a high-quality job analysis make a particular HR function, such as employee selection, less legally vulnerable?
4. Describe the steps involved in the job analysis process.
3. Consider the position of the registered nurse in a large hospital. Which of the eight methods of job analysis will you use to collect data on this position, and why?
2. What are job descriptions and job specifications? What is their relationship to job analysis? What will happen if a healthcare organization decides not to use any job descriptions at all?
1. Why should healthcare executives conduct a job analysis? What purpose does it serve?
3. How can an individual begin a discussion about diversity and inclusion without intense emotions or misperceptions?
2. How do stereotypes filter a person’s perceptions of others?
1. What are some of the hidden biases or personal filters we each possess?
5. Recommend a course of action and specify the reason for choosing that direction.
4. If you were Conley, what would you do to change the culture of your organization?
3. Suggest and evaluate alternative solutions, using your learning from this chapter and the most current literature.
2. Identify the issues and the core problem(s).
1. Identify the key facts.
7. Can an internal diversity program support an organization’s overall mission and vision? How?
6. Does workforce diversity enhance organizational performance? Explain your answer.
5. When an employer denies an employee(or a group of employees) his or her full employment opportunity based on the racial bias of customers, is the employer violating the employee’s civil rights?
4. Can hospitals that adhere to genderor race-based patient demands face discrimination lawsuits from their employees?
3. What are the legal, moral, and ethical consequences that prohibit hospitals from turning away patients on the basis of race? Why are no such consequences faced by patients who demand doctors, nurses, or workers of a specific race to administer their healthcare?
2. Respond to this statement: Diverse leadership is a competitive advantage.What is the most compelling business argument for or against diverse leadership teams?
1. While this chapter discussed the many benefits of diversity, an alternative view suggests that no empirical evidence exists to show that a diverse workforce has a positive effect on organizational performance, employee commitment, and employee satisfaction. In fact, anecdotal evidence indicates
3. Prepare a brief summary of the chronology of the case events, and indicate how you see this ultimate finding influencing the willingness and diligence of future medical participants in the peer review/credentialing process.
2. Identify the plaintiff’s contention of sham peer review, and discuss how instrumental that cause was in the jury deliberations.
1. Do an Internet search to find the case and the final appellate court decision that reversed the initial jury finding awarding more than $300 million to Dr. Poliner for the hospital’s breach of the HCQIA.
8. Should the hospital and its medical staff consider some sort of practice reevaluation of elderly and aging physicians?
7. What sources should healthcare managers consider in obtaining outside medical/peer evaluation when their medical staff do not have the requisite skills to make credentialing/privileging decisions?
6. Does physician ownership of a hospital, or any other medical facility, have any impact on credentialing/privileging decisions?
5. As the ultimate authority in credentialing/privileging decisions, what must the hospital’s governing body do to satisfy its legal mandate?
4. Conduct an Internet search and find a state medical practice act. Under the terms of the act, what areas of practice are granted to the physician? Consider these parameters and discuss what areas of credentialing are needed to fulfill these legal stipulations.
3. Under the American with Disabilities Act, what type of accommodations can the hospital make? When may the accommodations have an adverse impact on patient outcomes?
2. If a hospital learns that another facility has sanctioned one of its privileged physicians, how should the hospital react to such a situation?
8. Should the hospital and its medical staff consider some sort of practice reevaluation of elderly and aging physicians?1. How does the use of telemedicine for interpretation of X-rays (by providers outside the organization and maybe out of the country) affect credentialing/privileging decisions?
7. What sources should healthcare managers consider in obtaining outside medical/peer evaluation when their medical staff do not have the requisite skills to make credentialing/privileging decisions?
6. Does physician ownership of a hospital, or any other medical facility, have any impact on credentialing/privileging decisions?
5. As the ultimate authority in credentialing/privileging decisions, what must the hospital’s governing body do to satisfy its legal mandate?
4. Conduct an Internet search and find a state medical practice act. Under the terms of the act, what areas of practice are granted to the physician? Consider these parameters and discuss what areas of credentialing are needed to fulfill these legal stipulations.
3. Under the American with Disabilities Act, what type of accommodations can the hospital make? When may the accommodations have an adverse impact on patient outcomes?
2. If a hospital learns that another facility has sanctioned one of its privileged physicians, how should the hospital react to such a situation?
1. How does the use of telemedicine for interpretation of X-rays (by providers outside the organization and maybe out of the country) affect credentialing/privileging decisions?
5. Which nonphysician practitioners provide primary care? What is their role in the delivery of health services?
4. How has managed care affected the healthcare professions?
3. Describe and apply the issues of HR management and systems development to healthcare professionals.
2. Describe the major types of healthcare professionals (excluding physicians and dentists) and their roles, training, licensure requirements, and practice settings.
1. Describe the process of professionalization. What is the difference between a profession and an occupation?
3. What might a possible resolution of these situations include?
2. What are the primary interests of the employee and the primary interests of the organization?
1. What are the legal/policy issues and what are the operational issues in these cases?
2. Does the clinic have alternatives to paying for the overtime the nurses have accrued?
1. What are the potential problems if the clinic manager’s suggestion is implemented?
4. Would indefinite leave for the nurse be a reasonable accommodation? How could you determine if it were unreasonable?
3. Would the clinic face any consequences for not engaging in a discussion about this situation and the possibility of leave for the employee?
2. What responsibility does the clinic have now to discuss leave with the employee?
1. Does this development bring into play any other employment laws?
3. How might this situation be resolved?
2. Does the availability of donated leave from other employees help or hinder this situation? Why?
1. Could the denial of additional leave be considered retaliation under the FMLA?
4. If this condition were a disability, would unpaid leave represent a reasonable accommodation?
3. Could this condition qualify as a disability?
2. How might you go about determining if this denial is or is not discriminatory?
1. Would denial of this request possibly represent a violation of Title VII? The FMLA? The ADAAA?
4. Is this inquiry job-related and consistent with business necessity?
3. What relevant information might the hiring manager be looking for?
2. Why is the hiring manager asking for this information?
1. What state is your facility located in?Does it matter?
4. Would you handle this matter differently if this facility were located somewhere other than Montana?
3. What should happen between now and the time this charge is resolved in the judicial system?
2. Does a connection exist between this employee’s job and the offense she has been charged with?
1. How significant is the fact that the employee has been arrested rather than convicted?
5. If you find Henry more credible, what are your recommendations to management?
4. If you find Shaunte more credible, what are your recommendations to management?
3. Is it possible to keep Shaunte’s name out of this investigation?
2. Does it make any difference whom you find more credible?
1. Who do you believe? Why? Who else will you talk with?
2. Is a cousin a close enough relationship that retaliation is possible?
1. What elements of retaliation are present here?
2. If so, which one and why?
1. Is either party correct?
9. A supervisor’s preference for her paramour creates tension and dissension in workplace. What are the legal implications of supervisor–employee romance?
8. From your own experience, discuss the accuracy of this statement: “No good deed goes unpunished.”
7. Is sexual harassment or office romance more of a problem in the workplace? Why?Are sexual harassment and office romance greater problems in healthcare than in other industries? Why or why not?
6. Have Congress and the courts made it too difficult for employers to manage their human resources effectively? Do employees now have so many rights that employers cannot get services delivered?
5. If people are careless enough to post information about themselves (e.g., pictures, stories, blogs) that is of an unflattering or negative nature on public Internet sites, why shouldn’t employers be able to access that information and use it in making selection and advancement decisions?
4. Why is the EEOC going beyond its statutory authority by focusing on issues that are not found in the law, such as caregiver discrimination and discrimination against lesbian, gay, bisexual, and transgender individuals? Is racial or sexual discrimination no longer an employment issue in the
3. Why are retaliation issues the most numerous charges that the EEOC receives? Is it because court decisions have made it too easy to raise this issue?Is it because employers in the United States are unusually vengeful? Or are other reasons involved?
2. What effect should conduct that occurs outside the workplace and outside working hours have on an employee’s continued employment? How much control and regulation should an employer attempt to have over nonwork or nonworkplace conduct?
1. Why should an employer with at-will employees be interested in providing due process?
3. What implications do these websites have for you as a future healthcare executive who will be planning and implementing HR practices? What information will you include on your organization’s website that will attract and retain employees?
2. Which organization’s website scored best with you, and why?
1. What information on the websites most interested you, and why?
2. Which of the practices seem to be least followed by these organizations, and why?
1. What similarities and differences arise among the practices in your organization and those in your group members’ employers?
6. In what sense are all healthcare executives HR managers? How can executives best prepare to perform well in this HR function?
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