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total quality management
Umiker S Management Skills For The New Health Care Supervisor 7th Edition Charles R. McConnell - Solutions
Describe the significant uses of policies that establish the necessity for policy observance at all organizational levels.
Differentiate between organizational policies and department policies, and establish the supervisor’s relationship to the latter.
Identify potential problems concerning policies.
It was stated above that a policy should be publicized as well as published. What is the difference between these terms, and why would this be said about policies?
As a supervisor, what should you do about a policy that is unpopular with your employees or that appears to you to be potentially harmful?
Cite an example of one realistic occurrence that could suggest the need for a policy change. Why might the change be necessary?
Why be concerned with modeling behavior for employees? The supervisor is the boss—why not simply tell them what to do?
What problems might the supervisor create through inconsistent treatment of employees?
Explain fully why each employee is asked to sign an employee handbook receipt to be retained in the employee’s personnel file.
Explain the essential difference between a policy and a procedure.
As a department supervisor, what would you consider to be the primary benefit of having complete, up-to-date organizational policies?
Provide one fairly detailed example of a reasonable accommodation under the ADA.
Outline the development of the regulated environment within which the healthcare supervisor must function.
Identify 1964 as the pivotal year during which legislation affecting employment marked the onset of the federal government’s practice of shifting social responsibility to employers.
Present a chronology of legislation affecting employment and thus affecting the supervisory role.
Describe the cumulative effects of employment legislation to date.
Explain why 1964 and the passage of Title VII of the Civil Rights Act of 1964 are referred to as the turning point in the evolution of Human Resources. Other than 1964 representing the beginning of a steady flow of regulations, what is it that truly constituted a change of direction? Why?
Define and describe a “bargaining unit” as pertinent to present-day applicability of the National Labor Relations Act.
Review when and how the Equal Employment Opportunity Commission (EEOC) was established and what its purpose is.
Define a bona fide occupational qualification (BFOQ) and provide at least two specific examples.
Explain what the “right to know” laws primarily address and what they are intended to accomplish.
Well before the passage of the Americans with Disabilities Act (ADA)certain employers were required in some instances to provide“reasonable accommodation” of the limitations of an employee or applicant. Specify when this occurred and enumerate the conditions under which this requirement applied.
Identify the primary intended purpose of the Employee Retirement Income Security Act (ERISA). Explain why this legislation was likely seen as necessary.
Discuss the principal business effects of the Immigration Reform and Control Act (IRCA).
Pose two hypothetical examples of situations in which a healthcare employer might legally require a polygraph (lie detector) test as a condition of either initial employment or continued employment.
View the Family and Medical Leave Act (FMLA) from the perspective of a working department manager and describe the ways in which this legislation has affected the manager’s ability to manage.
Convey the importance of the employee selection process in building a stable and motivated workforce.
Profile the kinds of job candidates the supervisor should ordinarily seek to interview.
Review the significant legal constraints affecting the recruitment and employment process, including designation of the kinds of information that may not legally be requested on an employment application.
Review the various sources customarily used for locating appropriate job candidates.
Briefly introduce the concept of the aging workforce, highlight its effects on employment recruiting, and explore the potential use of the “older”worker in meeting vital staffing needs.
Review several ways in which healthcare organizations might stimulate recruiting during periods of staff shortage.
Review the role of the department supervisor in the recruitment process.
Have you ever filed a workers’ compensation claim?
Do you have any physical problems or injuries?
Are you currently taking any medications?
Have you ever been treated for drug abuse?SCUSSION
What could be wrong with an employment application question asking whether the applicant has been arrested? Is not the employer entitled to know whether one who might be hired has been in trouble with the law?
If age alone is no longer a reason to avoid hiring someone or for forcing one to retire, what then is the principal criterion for getting hired or remaining employed?
In some few organizations, middle management or a personnel department hires employees and simply hands them to the supervisors. What is your opinion of this practice? Why do you feel this way?
A recruiter in human resources is going to find five job candidates for you to interview. In addition to being sure they possess the stated job qualifications, what would you advise the recruiter to look for in these candidates? Why?
On an employment application, can you ask if the applicant rents or owns a home? Why or why not?
Write one brief statement that summarizes everything you are not allowed to request on an employment application.
Is it of any particular importance to sometimes seek new employees for your department from within the organization? Why or why not?
It has often been said that the most effective means of filling available jobs is personal networking and referral. Why might this be so?
Do you believe that the process of checking applicants’ credentials for appropriate licenses should also include verifying educational qualifications? Why or why not?
When recruiting during times of staff shortages it is the practice of some employers to lure help away from other local organizations by offering more money. What do you believe are the principal results of this practice?
Did Jack dodge his responsibilities by ordering Bob to get rid of the unsatisfactory employee? Why or why not?
What are two other ways in which this situation could have been handled more equitably?
What effect might this incident have on the future relationship between Bob Long and Jack Parsons?
In a scenario such as that just described, what are the likely effects of leaving a supposedly important position open for so long?
What do you believe would be the effects on information systems personnel discovering that apparently “secret” recruiting was taking place?
Provide two or three possible reasons why the choice for manager reverted to Mr. Smith, even though external recruiting had been pursued.
Establish the department supervisor as the individual primarily responsible for interviewing and employee selection.
Review the essential preparations that should precede every placement interview.
Spell out the supervisor’s approach to the selection interview, including review of kinds of questions that can legally be asked and the questions that must be avoided.
Provide guidance for the evaluation of job candidates.
Address the essential follow-up activities necessary to complete the interview process.
Describe the supervisor’s relationship to and involvement in the process of checking employment references.
Provide advice on how to deal with unsuccessful job candidates.
What have you done at work that shows strong initiative?
What did you do to become more effective in your previous position?
Tell me about a time when you went the extra mile.
Do you prefer responsibility for your own work or do you like to share responsibility with others?
What kinds of people do you get along with best? What kinds of people do you find difficult? How do you deal with them?
What other departments did you have dealings with, and what difficulties did you encounter with any of these?
Describe the style of the best boss you ever had. Describe the style of your worst boss. (Watch the applicant’s body language while responding to these.)
What are some issues you and your previous supervisor disagreed about?
Provide an example of how you handled criticism that you do not believe you deserved.
When was the last time you got really angry at work? What caused it, and how did you react?
What was the most difficult situation you faced at work? What feelings did this situation produce, and how did you react to them?
What are some of your pet peeves concerning work?
What do you want to be doing
years from now?
What do you believe you will be doing
years from now?
How much do you believe you will be earning
years from now?
Let’s briefly review your career goals and plans.
What does superior service mean to you?
Who do you consider to be our external and internal customers?
Provide an example of how you made an extra effort to serve a client.
How do you handle the situation when a caller becomes insulting or abusive on the phone?
How could your previous employer have provided better service?
Did you ever provide care for a chronically ill individual? Tell me about it.
Did you ever work in a nursing home? What was it like?
Did you ever babysit or work in a restaurant? Describe the experience.
Describe a teacher with whom you had problems. How did you handle that situation?
What were some problems you faced at school or at home? If you had it to do all over, what would you do differently?
What have you done that shows initiative and willingness to work?
What are your long-range goals and expectations? How do you plan to fulfill these?
A “nonquestion” question often used to begin an interview is “Tell me all about yourself.” Is this a reasonable request? Why or why not?
Would it be a good idea to have job applicants submit a photograph with the application or résumé? Why or why not?”
In some instances it has been claimed that even requesting an applicant’s address on an application should be considered inappropriate. Why might this be so?
How would you proceed to assess the ability of a candidate to fit in with your work group?
When interviewing, why is it important to try to fill in the gaps in a candidate’s employment history?
How would you react if an individual you were interviewing voluntarily revealed forbidden information? What would you do with this information?
What can be inferred from the dates of education and employment on an application or résumé?
You should ordinarily be supplied a candidate’s application or résuméin advance of the interview. What will you do if an unexpected applicant is sent to you with application or résumé in hand?
We know it is permissible to ask an applicant for a driver’s license for a job that requires driving, but do you believe we can also probe into the person’s driving record with the motor vehicle bureau? Why or why not?
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