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The American system of healthcare is rapidly changing. Today, more and more of an emphasis is being placed on management skills-organizing, coordinating and managing the resources required for providing quality patient care. Medical practitioners are now expected to be efficient administrators as well as skilled clinicians. Although some may see this as a difficult hurdle, The Healthcare Practitioner's Handbook of Management shows that many healthcare providers are already well-prepared to perform management roles effectively. Through their education and clinical experience, most clinicians now have the problem-solving skills required for management - it's simply a matter of applying these skills to a different arena. In keeping with this idea, each chapter of The Healthcare Practitioner's Handbook of Management links a management topic to a clinical analogy and presents diagnostic and treatment approaches to the issue at hand. In addition, the book introduces the healthcare professional to the vocabulary and basic theories of management and shows how to transform clinical skills into managerial skills. In today's complex health care environment, these management skills are not just helpful, but essential.
IntroductionChapter 1: Management in the Healthcare ContextUNIT I-PlanningChapter 2: Goal-Setting and Planning (Disorientation)Chapter 3: Budgeting (Malnutrition)UNIT II-OrganizingChapter 4: Organization of Work and Jobs (Anatomy and Physiology)Chapter 5: Team-Building I-Selecting Team Members (Type I Organizational Arrhythmias)Chapter 6: Team-Building II-Developing Effective Teams (Type II Organizational Arrhythmias)Chapter 7: Decision-Making and Problem-Solving (Cognitive/Affective Disorders)UNIT III-LeadingChapter 8: Motivation (General Malaise)Chapter 9: Leadership (Neuromuscular Disorders)Chapter 10: Communication (Aphasia)Chapter 11: Change and Innovation (Hypertension)UNIT IV-ControllingChapter 12: Quality (Sports Medicine)Chapter 13: Stress (Anxiety and Depression)Index
