Mark S. Plovnick

Improving the coordination of care: a program for health team development.

This workbook of task-oriented activities is aimed at helping any group of health workers and/or administrators responsible for the delivery of health care to do its job in the most effective way possible. The program focuses on specifically defining tasks and procedures for doing them. It requires 7 3-hour periods to complete and requires no outside consultants facilitators or specially trained helpers. This book contains an introduction guidelines for administrators regarding its use; guidelines for users and 7 recommended task-oriented modules. Topics include: defining and clarifying goals; setting measurable performance objectives; defining and allocating responsibilities; negotiating day-to-day conflicts; making more efficient and effective decisions and referral procedures; and increasing results for time spent in meetings and case conferences. Each module is designed around a common format which specifies desired outcomes expected from a session and the pre-meeting preparation required. Each gives an overview of major activities provides an introduction to the module an outline of the team meeting and a series of summary comments. 6 optional modules cover specific work issues: 1) bringing a new member into the team; 2) running a better meeting; 3) improving leadership and team interaction; 4) identifying and eliminating behavioral habits that hinder the teams work; 5) improving interaction with the rest of the organization; and 6) obtaining feedback from patients.

RELATIONSHIPS BETWEEN CONCESSION BARGAINING AND LABOR-MANAGEMENT COOPERATION

In the last few years, much attention has been focused on collective bargainings adaptation to severe economic adversity. The recent recession has prompted union-negotiated concessions of unpreced...

Is There a New Collective Bargaining

In recent years, there have been significant increases in union concessions in wages, benefits, and work rules and in joint labor-management cooperative programs such as quality circles and quality-of-worklife programs. There has been some debate over whether these developments indicate a fundamental change in union-management relations or a temporary reaction to economic pressures. Economic adversity alone does not guarantee agreement on union concessions or improvements in the labor-management relationship. Better relations and concessions are more likely when management takes the initiative in instituting its own concessions and in implementing cooperative programs with the union. Cooperation also depends on the establishment of new unionmanagement communication mechanisms and a desire for improved relationships on the part of both the union and management leadership.

Workshop: improving worker coordination in health care delivery.

Patient management teams are able to diagnose and begin to solve their own problems with the help of a self-instructional health team development (HTD) program. In this case, the focus is on those task-related issues which limit team effectiveness.

Perspectives On Teaching Od in an MBA Program

more legitimate (Alderfer, 1977; Burke, 1976; Friedlander & Brown, 1974). A related development has been the growing number of MBA programs that offer OD courses in their curricula. Any examination of an OD academic program has to examine the characteristics of OD as a field, the special needs of MBA students, and the requirements for an OD faculty. All of this suggests that teaching OD in an MBA program may pose interesting and unique challenges not found in other applications of organizational behavior. In this paper we will briefly present one approach to the design of an OD curriculum for MBAs that attempts to address the areas most salient in teaching OD in an MBA program OD as a field, the students, and the OD faculty.