Relationship Management and the New Workforce: A How-To Guide for Medical Practices
Susan Murphy, MBA, PhD
Softcover: 110 pages + bonus CD-ROM
8.5" x 11"
(click the button below for the very best currently available price for this important resource)
Every organization has systems that can be improved. The system-by-system diagnosis and prescriptions in the Maximizing Performance Management Series will improve the performance of your practice.
Relationship Management and the New Workforce: A How-to Guide for Medical Practices, the fourth book in the series, This book covers the critical subsystem of relationships among the team. In this book, the author:
Defines conflict and the cost when it is not managed effectively
Ways to decrease defensiveness are explained and effective conflict management guidelines are proffered to decrease the destructive nature of conflict
Introduces difficult conversation techniques, the difference between content and relationship conflict, as well as the five styles for managing conflict: collaborating, competing, compromising, accommodating, and avoiding
Discusses the role of effective conflict management in team development
Introduces gender differences and the importance in organizations of understanding the physiological, genetic, and sociological differences between men and women
Introduces generational differences and explains how the four generations in the workplace today have been raised on different planets in many respects. The World War II generation, Baby Boomers, Generation Xers, and Millennials have different viewpoints about leadership, work ethic, teamwork, technology, and many other areas. By understanding the different viewpoints of these generations, leaders can be more effective in aligning employee performance with organizational goals
Reveals the actions that practices can take to attract and retain physicians of all generations
The accompanying CD includes many useful resources and tools, including procedures for managing conflict, guidelines for customer service quality standards, policies for employee discipline, and employment process checklists. Also included are several case studies that demonstrate excellence in efforts to align employee performance with organizational goals.
The bottom line is that this comprehensive, results-oriented book provides a road map and prescriptions to take you and your medical practice to the next level and beyond. Whether you want to fine-tune your practice or manage a complete overhaul of the entire operation, this book provides the answers you need to align the performance of your team with your practice goals.
The MGMA been the source of indispensable benchmarking resources for more than 50 years, and medical group administrators, physicians, hospital executives, CPAs, consultants and lawyers depend on the information and insight they deliver. MGMA, founded in 1926, is the nation’s principal voice for medical group practice. MGMA’s 19,000 members manage and lead more than 11,500 organizations in which more than 237,000 physicians practice. MGMA’s core purpose is to improve the effectiveness of medical group practices and the knowledge and skills of the individuals who manage and lead them. MGMA headquarters are in Englewood, Colorado.
For information about other MGMA reports, please go to our Data & Benchmarks page.
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