Nursing Home Administration -- Sixth Edition -- Nursing Home Administration -- Sixth Edition -- Contents -- Foreword -- Introduction -- List of Figures -- List of Tables -- List of Case Studies -- The Nursing Home Administrator's Challenge -- Learning How to Manage the Health Care Organization -- Management Functions -- 1.1.1 Levels of Management -- UPPER-LEVEL MANAGEMENT -- MIDDLE-LEVEL MANAGEMENT -- LOWER-LEVEL MANAGEMENT -- 1.1.2 Line-Staff Relationships -- A LINE POSITION -- A STAFF POSITION -- Forecasting -- TREND ANALYSIS -- THE CHANGING CORE -- CHANGE ITSELF -- Planning -- 1.3.1 Why Plan? -- AN INTEGRATED DECISION SYSTEM -- A MEANS OF COPING WITH UNCERTAINTY -- STRATEGIC PLANNING -- 1.3.2 Steps in Planning -- PHASE ONE: DECIDE WHAT OUGHT TO BE DONE -- PHASE TWO: SET SHORT- AND LONG-RANGE OBJECTIVES -- PHASE THREE: DECIDE ON THE MEANS TO ACHIEVE THE OBJECTIVEs -- PLANNING FOR NEXT YEAR -- PLAN TO CHANGE YOUR PLANS -- CASE STUDY -- Organizing -- SYSTEMS -- 1.4.1 Description of the Organization as a System -- OVERVIEW -- INPUTS -- PROCESSOR -- OUTPUT -- CONTROL OF QUALITY -- POLICIES AND PLANS OF ACTION -- FEEDBACK -- ENVIRONMENT -- 1.4.2 Identifying Systems -- WHO DEFINES THE SYSTEM? -- 1.4.3 Additional Characteristics of Systems -- ORGANIZATIONAL GROWTH -- MAXIMIZING BASIC CHARACTER -- MAINTENANCE FUNCTIONS: "ATHEROSCLEROSIS," "CONGESTIVE HEART FAILURE" -- WE'VE ALWAYS DONE IT THAT WAY -- ORGANIZATIONS GROW INCREASINGLY COMPLEX -- ORGANIZATIONS ARE DIFFICULT TO PREDICT -- SUMMARY -- Staffing -- Directing -- 1.6.1 Policy Making -- PURPOSE AND FUNCTION -- DEFINING POLICIES AND PROCEDURES -- EXAMPLE OF POLICIES AND PROCEDURES -- CASE STUDY: Two (Actual) Cases on the Powerful Roles Policies Can Play -- SUMMARY -- A CAUTIONARY NOTE -- 1.6.2 Making a Decision -- 1.6.3 Leading -- THE GREAT LEADERSHIP THEORY OF HISTORY.

THE ADMINISTRATOR AND THE DON THEORY -- LEADERSHIP BY WALKING/WANDERING AROUND -- WALKING, YET MAINTAINING THE CHAIN OF COMMAND -- CHOOSING TO LEAD -- FIRE IN THE HEART -- DECIDING HOW TO LEAD -- THREE LEVELS OF LEADERSHIP SKILL REQUIREMENTS -- CHARACTERISTICS OF THE EFFECTIVE LEADER -- CASE STUDY -- 1.6.4 Power and Authority -- RECIPROCITY -- POWER FROM OUTSIDE THE ORGANIZATION -- THE ADMINISTRATOR'S POWER IS REAL -- THE ADMINISTRATOR'S POWER IS CONSTRAINED -- CASE STUDY -- 1.6.5 Communication Skills -- COMMUNICATION = INFORMATION = POWER -- SYSTEMS OF COMMUNICATION -- BARRIERS TO COMMUNICATION -- 1.6.6 Organizational Norms and Values -- DEVELOPING LOYALTY TO FACILITY GOALS -- LIMITATIONS ON EMPLOYEE PARTICIPATION -- WHY ORGANIZATIONS NEED ADMINISTRATIVE LEADERSHIP -- 1.6.7 Related Concepts -- CORPORATE CULTURE -- DELEGATION -- UNITY OF COMMAND -- SPAN OF CONTROL -- SHORT CHAIN OF COMMAND -- BALANCE -- MANAGEMENT BY OBJECTIVES -- MANAGEMENT INFORMATION SYSTEMS -- MANAGEMENT BY EXCEPTION -- PERT/CPM -- CONCEPTS OF EFFICIENCY AND EFFECTIVENESS -- 1.6.8 History of the Concept of Management -- SCIENTIFIC MANAGEMENT -- HUMAN RELATIONS MANAGEMENT -- COMPUTERS AND MANAGEMENT: THE INFORMATION TECHNOLOGY ERA -- SUMMARY -- Comparing and Controlling Quality -- EVIDENCE-BASED PRACTICES -- 1.7.1 Some Requirements for Effective Control of Quality -- 1.7.2 Diagnosing Organizational Quality -- THE W. EDWARDS DEMING APPROACH TO ASSURING QUALITY IN ORGANIZATIONS -- TOTAL QUALITY MANAGEMENT/CONTINUOUS QUALITY IMPROVEMENT -- STRUCTURE-PROCESS-OUTCOME -- ESTABLISHING AND JUDGING QUALITY IN THE NURSING FACILITY -- THE FEDERAL QUALITY ASSURANCE PROCESS: UNDERSTANDING AND ACCESSING FEDERAL REQUIREMENTS -- CONTINUOUS QUALITY IMPROVEMENT AT CMS -- SOME COMMON ACRONYMS AND DEFINITIONS OF TERMS -- FEDERAL STANDARDS: MINIMUM OR MAXIMUM? -- WELCOMING INNOVATIONS.

FORCES LEADING TO COMPETITION -- 1.7.3 QUALITY OF CARE: 1993-2006 -- Innovating -- Welcoming innovations -- Marketing the Long-Term Care Facility -- 1.9.1 The Turn to Marketing -- 1.9.2 The "Marketing" of Health Care -- HEALTH CARE PROVIDERS BEGIN TO MARKET -- DEFINITION OF MARKETING -- MARKETING AS MANAGERIAL THINKING -- END TO THE PRODUCTION ORIENTATION -- SPECIAL CONTEXT OF NURSING FACILITY MARKETING -- 1.9.3 Developing a Marketing Strategy -- NEED FOR A MARKETING STRATEGY -- CREATING NEW MARKETS, NEW NICHES -- WHICH NICHE? -- STEPS IN DEVELOPING A MARKETING STRATEGY FOR THE FACILITY -- THE MARKETING OF SERVICES -- CONSUMER DECISION MAKING -- EFFECTIVE MARKETING TOOLS -- ADVERTISING -- SUMMARY OF PART 1 -- REFERENCES -- Understanding the Departments and Managing Human Resources -- Organization of the Nursing Facility and Its Staff -- COMPLEXITY OF THE STAFF'S ORGANIZATIONAL TASKS -- ORGANIZATIONAL PATTERN FOR A 100-BED FACILITY -- 2.1.1 The Administrator's Office -- 2.1.2 Medical and Allied Health Functions -- PATTERNS OF PHYSICIAN CARE -- THE OPEN MEDICAL STAFF -- THE CLOSED MEDICAL STAFF -- 2.1.3 Dental Care -- 2.1.4 Foot and Eye Care -- 2.1.5 Pharmaceutical Services -- 2.1.6 Physical Therapy/Occupational Therapy/Speech Therapy -- 2.1.7 Laboratory and Other Diagnostic Services -- 2.1.8 Nursing Services -- NURSING DEPARTMENT TASKS -- AVERAGE NURSING HOURS PER RESIDENT DAY -- NURSE AVAILABILITY -- INCREASING DEPENDENCY ON THE NURSING ASSISTANTS -- 2.1.9 The Business Office -- KEY ROLE FOR BUSINESS OFFICE: CMS ACCURACY -- 2.1.10 Medical Records -- 2.1.11 Dietary Department -- THE FOOD STANDARD -- MENU CYCLE -- CASE STUDY -- 2.1.12 Social Services and Admissions -- ADMISSIONS -- 2.1.13 Activities/Recreation -- QUALIFICATIONS -- 2.1.14 Housekeeping -- IMPORTANCE OF "GOOD HOUSEKEEPING" -- 2.1.15 Laundry -- 2.1.16 Maintenance Department.

SOME AREAS REQUIRING SPECIAL TEAMWORK ATTENTION FROM THE ADMINISTRATOR -- Identifying the Human Resources Functions -- HUMAN RESOURCES FUNCTIONS -- HUMAN RESOURCES MANAGEMENT AS AN OCCUPATION -- EMERGING HUMAN RESOURCE MANAGEMENT TECHNIQUES -- Planning Employment Needs: Writing Job Descriptions -- POTENTIAL PROBLEMS WITH JOB DESCRIPTIONS -- Forecasting Future Employment Needs -- TAKING A MANPOWER INVENTORY -- Recruiting Employees -- INFLUENCE OF AFFIRMATIVE ACTION AND AMERICANS WITH DISABILITIES ACT -- INFLUENCE OF THE LABOR MARKET -- RECRUITMENT SOURCES -- CASE STUDY -- Hiring Staff -- MEASURING THE IMPACTS OF LEGISLATION -- MATCHING FACILITY HUMAN RESOURCES NEEDS AND APPLICANTS -- TWO TYPES OF VALIDITY -- APPLICATION FORMS-PRE-EMPLOYMENT QUESTIONS -- Handicap-Related Questions -- INTERVIEWING APPLICANTS -- BACKGROUND INVESTIGATIONS -- CASE STUDY -- FAMILY AND MEDICAL LEAVE ACT OF 1993: AMERICANS WITH DISABILITIES ACT -- COMPLIANCE WITH THE IMMIGRATION REFORM AND CONTROL ACT -- THE DECISION TO HIRE -- OFFERING THE JOB -- Training Staff -- ORIENTATION -- THE HUMAN RESOURCES POLICY HANDBOOK -- TRAINING -- EVALUATING TRAINING -- Retaining Employees -- 2.8.1 What the Facility Needs from the Employee -- 2.8.2 What Employees Need from the Facility -- SOCIAL APPROVAL -- SELF-ESTEEM -- ECONOMIC SECURITY -- HYGIENE FACTORS -- ADDITIONAL INTRINSIC NEEDS -- PARTICIPATION IN A VISION -- 2.8.3 Strategies Available to the Facility to Meet Both Its Own and the Employees' Needs -- A FACILITY PHILOSOPHY OF HUMAN RESOURCE MANAGEMENT -- PERSONALITY TESTS -- MEETING THE EMPLOYEE'S NEED FOR SOCIAL APPROVAL -- MEETING THE EMPLOYEE'S NEED FOR SELF-ESTEEM -- NINJAS OF JOY -- MEETING THE EMPLOYEE'S NEED FOR ECONOMIC SECURITY -- Evaluating Employees -- JOB PERFORMANCE EVALUATION: A LINE MANAGER FUNCTION -- PURPOSE OF JOB PERFORMANCE EVALUATION.

OUTLINE OF THE PERFORMANCE EVALUATION PROCESS -- THE PERFORMANCE EVALUATION PROCESS: PROBLEMS ENCOUNTERED -- METHODS OF RATING EMPLOYEES -- COP VERSUS COACH -- Paying Employees -- MONEY IS LIQUID VALUE -- THEORIES OF COMPENSATION -- HOW MUCH TO PAY: THE WAGE MIX -- Disciplining Employees -- NEED FOR RULES AND THEIR CONSEQUENCES -- REFERENCES -- Discussion of Case Studies in Part 2 -- Learning to Manage the Organization's Finances -- The Administrator's Role as Financial Manager -- SELECTING AND EVALUATING FINANCIAL PERSONNEL -- "CORPORATE" PURPOSES -- FACILITY OWNERSHIP PATTERNS -- MAINTAINING ENOUGH INCOME -- SETTING RATES -- PLANNING AND BUDGETING -- RESPONSIBILITY TO OTHERS -- Generally Accepted Accounting Principles -- ONGOING CONCERN CONCEPT -- CONCEPT OF FULL DISCLOSURE -- TIME PERIOD CONCEPT -- OBJECTIVE EVIDENCE CONCEPT -- Two Approaches to Accounting: Cash Accounting and Accrual Accounting -- CASH ACCOUNTING APPROACH -- ACCRUAL ACCOUNTING APPROACH -- The Two Main Steps in the Accounting Process: Recording Transactions and Preparing Financial Statements -- RECORDING TRANSACTIONS IN JOURNALS AND THE GENERAL LEDGER -- CHART OF ACCOUNTS -- THE JOURNALS -- PREPARING THE FINANCIAL STATEMENTS: THE INCOME STATEMENT AND THE BALANCE SHEET -- Putting Financial Statements to Work: Working Capital, Ratio Analysis, and Vertical Analysis -- WORKING CAPITAL -- RATIO ANALYSIS -- OTHER FORMULAS OF VALUE TO THE NURSING HOME ADMINISTRATOR -- VERTICAL ANALYSIS -- Additional Accounting Procedures That Help the Administrator Maintain Control Over the Facility -- ACCOUNTS RECEIVABLE: BILLING FOR SERVICES RENDERED BY THE FACILITY -- COLLECTING MONEY OWED TO THE FACILITY -- HANDLING CASH -- ACCOUNTS PAYABLE: THE FACILITY'S BILLS -- INVENTORY: CONTROLLING SUPPLIES AND EQUIPMENT -- LIFO AND FIFO -- PAYROLL -- PAYROLL JOURNAL -- PROTECTING THE RESIDENTS' FUNDS.

The Concept of Depreciation.