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total quality management
Umiker S Management Skills For The New Health Care Supervisor 7th Edition Charles R. McConnell - Solutions
How would you structure or arrange exit interviews to maximize the chances of securing reliable information?
What is the importance of the opportunity for advancement in employee retention? Will this apply equally to all employees? Why or why not?
Do you believe that all turnover is undesirable and to be avoided? Why or why not?
Concerning the Reichheld quotation in the final section of the chapter, what are the “all other things” that must be equal? Will this statement always hold true?
Where in the healthcare organization—department, function, occupation—do you expect turnover to be greatest? Why?
Career development opportunities seem to mean a great deal to some employees and little or nothing to others. Why might this be so?
What can an individual do to ensure the maximum possible employability in today’s healthcare environment?
Concerning the ultimatum delivered by your employee, should you:
Immediately request the added staff to retain Smithers? Why or why not?
Call his bluff; that is, wait until the 18th to see if he does indeed resign? Why or why not?
Take some other approach, and, if so, what should it be?
Review the increasing focus on matters of individual privacy, and consider how privacy issues are reshaping portions of the supervisor’s role.
Consider the manner in which this so-called information age has made an increasing number of people more sensitive to their individual right to privacy.
Review the key items of legislation that have served to regulate the collection and use of personal information.
Review the general requirements for present-day handling of matters of employee privacy and patient privacy and confidentiality.
Introduce the Health Insurance Portability and Accountability Act (HIPAA)of 1996, review its expressed intent, and examine some of the diverging views concerning intent versus effects experienced upon implementation.
Identify the principal contentious portions of HIPAA and consider why they have generated resistance and discontent.
Address the role and responsibilities of the individual supervisor in the ongoing implementation and observance of HIPAA.
When a state has a privacy law that addresses some of the same issues as HIPAA’s Privacy Rule but does so differently, how do we handle the conflict between the two laws?
Provide a couple of examples, other than those listed in this chapter, of jobs for which random drug testing might be allowable. Why might these be legitimate uses of random testing?
Title II of HIPAA is often referred to as “Administrative Simplification.”What, if anything, has really been simplified?
What would be your response to an attorney representing an employee who demands access to the employee’s personnel file?
How might HIPAA affect the practice of some hospitals in small communities that publish hospital discharges and births in the local newspaper?
How do concerns for public health and safety fare when considered against individuals’ right to and desire for privacy?
Cite at least two facts about HIPAA that might lead some patient advocacy groups to express the belief that HIPAA does not go far enough on the patient’s behalf.
Why do you believe HIPAA makes it necessary for even one’s spouse to have written permission to learn one’s condition when hospitalized?
What do you suppose is the ultimate test for whether someone’s supposed “need to know” is truly legitimate?
Why should workers’ compensation records be maintained separate from employees’ personnel files?
Why do HIPAA rules apply to the file maintained in the employee health office?
Why would Ed be forbidden to see the record kept in employee health?
Because he is not allowed to see June’s employee health file, how can Ed judge whether June might or might not be reliable?
In just a few words, describe the fundamental distinction between the file kept in human resources and the one maintained in employee health.
Define managed care as an innovating force that has significantly altered the organization and delivery of healthcare services throughout the United States.
Highlight the principal features of managed care, and briefly describe how they function.
Review the primary strategies of both healthcare providers and managed care agencies operating in the managed care environment.
Introduce the concept of outcomes management.
Review the common reactions of professional and supervisory employees to managed care initiatives.
Review the employment opportunities that have been created or expanded concurrent with the advent of managed care.
What do you consider to be the primary objectives of utilization review?
Will it ever be possible to return to the free-market approach to healthcare delivery? Why or why not?
What perceived risks are present when all patients are free to select their own specialist providers?
What appears to be the primary advantage of using clinical pathways?
What can managed care plans potentially do, or what do they actually do, to encourage preventive health care?
How can a case manager position pay for itself in savings to the healthcare system?
What is the principal advantage of benchmarking? Provide an example.
Explain why all managed care plans require the permission of the primary care physician before a patient visits an emergency room.Under what circumstances is this permission not required?
Will straight fee-for-service health care continue to exist at all? Why or why not?
What is likely the strongest cost-saving feature of every managed care plan? Why is this so?
Introduce the concepts of budgets and budgeting, and establish their essential role in the operation of an organization or organizational unit.
Identify the significant functions and elements of budgets, and enumerate the principles and rules of budgeting as they apply to the supervisor.
Introduce the controlling process as related to budgets.
Identify overtime as a sometimes significant cost element, and suggest steps for keeping overtime under control.
Describe a number of significant cost-reducing measures, including rightsizing and reengineering, that the supervisor may encounter when it becomes necessary for the organization to bring expenses down into line with revenue.
Identify the role of benchmarking in cost control.
Often, the productivity of a work group decreases after a layoff, even though there is more work to be done overall. Why might this be so?
In budgeting, why are funds for operating expenses and funds for capital expenditures always kept separated?
Describe one set of circumstances under which a supervisor may be largely powerless to affect a particular expense charged to the department.
Is overtime expense fully controllable, partially controllable, or not at all controllable by the supervisor? Explain.
If the numbers say the organization has to reduce 20 positions, and 20 employees leave via resignation and retirement, why might it still be necessary to reduce positions further and even engage in some hiring?
How can benchmarking assist the supervisor in determining whether a staff reduction may be necessary?
What conditions or circumstances in your own department should you consider before deciding to reduce staff?
The term “reengineering” literally means “engineering again.” Why is so much so-called reengineering not true reengineering?
As a department supervisor, why might you often not get what you have asked for in the capital budget?
What information can the department supervisor often supply to finance or information services that can help in developing revenue projections?
Is Robert justified in wanting to get rid of “the three worst producers in the group”? Under what circumstances might he be able to do this without creating another kind of problem?
What is the possible exposure to the organization and to Robert if he were to go ahead and “jettison the deadwood” as planned?
What can you infer from the case about the supervisory styles of both Robert and Janet?
Identify the kinds of change affecting organizational functioning, the essential elements of change in the organization, and the most commonly encountered barriers to successful change.
Highlight the general concerns of employees concerning change potentially affecting their relationship with their surroundings.
Identify the essentials of preparation for change potentially affecting the activities and status of employees.
Enumerate the essentials of the successful implementation of change.
Describe how the supervisor can help employees through the most stressful stages of change, and review typical employee responses to change.
Provide workable advice concerning means of addressing and overcoming employee resistance to change.
Establish the concept of job enrichment and identify its relationship to employee job satisfaction.
Identify the guiding principles of job redesign and continuing methods of improvement.
What is the proposed change? Is it customer-oriented, quality conscious, and cost-effective? What do we hope to achieve? What are the risks, constraints, and barriers? What additional data do we need? What resources are essential? What did we do wrong last time? What additional training will be
Will the change fit the existing organizational culture? Will the people affected see a payoff or a setback? Will the change increase or decrease revenue, morale, quality, and productivity? Will the change provide an opportunity to better utilize available skills? Will people have more autonomy
Who wants the change? And for what reasons? Who will benefit and who will be affected adversely? Who will resist? Who will be supportive?
When should serious planning begin? Will there be sufficient time? When must we obtain official sanction? When will the work start and when must it be completed?
Where will we find the space, funds, and people?
Is it concise and clearly written? Does it include action steps?
Was it distributed to the right people?
Has there been sufficient input from others?
Are there formal and informal networks that can lend credence and support?
Does this employee prefer to work alone or on a team?
Will the organization and the employee benefit from a particular change?
What can be achieved without an immediate change in job classification?
Will the budget and current staffing configuration permit changes?
How will the changes affect work flow and other people?
Will the results improve customer service, costs or charges, or employee morale?
Will the changes enhance TQM (CQI) measures?
Why is it that even a successful change implementation plan will probably have to be revised over the course of implementation?
It has often been said that change “disturbs an individual’s equilibrium”or affects the person’s comfort zone. What is meant by this?
As a supervisor, how are you going to approach the implementation of a none-too-popular change being mandated by your state’s Department of Health?
It is frequently said that the weakest part of the change implementation process is follow-up. Why?
If a particular change that reaches you is of such an urgent nature that you have no time to explain in detail to employees or sell them on what must be done, how would you proceed?
Who exercises the ultimate control over whether or not a particular change is successful? Why is this so?
If top management is not at all involved in a particular change, is it still important to have their visible support? Why or why not?
Why can even a change that is desired or hoped for by employees still be upsetting to them?
Is there anything wrong if a supervisor introduces a mandated change with “I don’t agree with this, but orders are orders”? If so, what is wrong and why is it wrong?
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