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Book Categories |
| Preface | ||
| Acknowledgments | ||
| Pt. I | The Supervisory Focus | |
| The Evolution of Employee Relations: A New Look at Criticism and Discipline | 3 | |
| A Management Credo | 12 | |
| Human Resources Management: Keystone for Productivity | 22 | |
| Worker Perceptions: The Key to Motivation | 29 | |
| Pt. II | The Supervisor and the Employee | |
| Employee Clout: Who's Running This Organization, Anyway? | 37 | |
| The Visible Supervisor | 50 | |
| A Supervisory Challenge: The Difficult Employee | 61 | |
| Dealing With the Angry Employee | 66 | |
| Dealing With People Who Fail to Produce | 77 | |
| Handling Manipulation | 84 | |
| Responding to the Codependent Employee | 92 | |
| When the Manager Encounters "We Can't Do It!" | 101 | |
| Managing Organizational Aversion Among Health Care Workers | 107 | |
| Pt. III | Some Special Problems and Processes | |
| The Manager as Conflict Negotiator | 119 | |
| Absenteeism: A Nurse Manager's Concern | 134 | |
| How to Delegate Effectively | 142 | |
| The Supervisor's Role in the Disciplinary and Grievance Procedure | 156 | |
| Team-Building Techniques for the Health Care Supervisor | 166 | |
| Employee Health Services: A Mutually Beneficial Program for Facility and Staff | 182 | |
| Pt. IV | Major Redirections | |
| Challenging Change | 195 | |
| The Impact of Mergers on Employees | 201 | |
| Planning and Implementing a Staff Reduction | 210 | |
| Index | 225 |
| Price | Condition | Delivery | Seller | Action |
| $99.99 | Digital |
| WonderClub |
Lance dickson
reviewed The Health Care Supervisor on Effective Employee Relations on July 01, 2015
The Health Care Supervisor on Effective Employee Relations
Sparse, written for the action-oriented, to use his own terminology. I would have liked more examples of how the situation plays out with a manager of one orientation and employees of another. There is a faux-case study that is revisited throughout the book but the "voice" is off, it gives the same judgmental attitude to every "character," when I think only some of them would think that way. Useful paradigms: "ascribed" versus "achieved" authority; and the model of action/ process/ task/ role orientation.
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