Managing an organization’s performance covers a variety of functions, including continuously monitoring team member performance, setting expectations, planning and delegating work, rating employee performance, developing the capacity to improve employee performance and rewarding the great performances of hard-working employees.
Analyze your practice system-by-system and apply prescriptions that can improve your practice immediately. Maximizing Performance Management: Leading your Team to Success, 2nd edition
is a results-oriented e-book that combines and updates the information from the first-edition four-book series that included Aligning the Team with Practice Goals; Leading, Coaching and Mentoring the Team; Building and Rewarding Your Team; and Relationship Management and the New Workforce.
Also included with this e-book are many useful electronic resources and tools available for download, including:
- Conflict-management procedures
- Customer-service quality guidelines
- Discipline policies
- Employment process checklists
PART 1 ALIGNING THE TEAM WITH PRACTICE GOALS
CHAPTER 1 Systems Approach
CHAPTER 2 Developing the Organization’s Purpose
CHAPTER 3 Strategic Planning
CHAPTER 4 What Good Are Goals?
CHAPTER 5 Patient Satisfaction
PART 2 LEADING, COACHING, AND MENTORING THE TEAM
CHAPTER 6 The Role of Leaders
CHAPTER 7 Leading Through Change
CHAPTER 8 Situational Leadership Model: From Directing to Delegating
CHAPTER 9 Tough, Positive Leadership
CHAPTER 10 Running Effective Meetings
CHAPTER 11 Creating a Coaching Culture
CHAPTER 12 Mentoring
CHAPTER 13 Wellness for Leaders
PART 3 BUILDING AND REWARDING YOUR TEAM
CHAPTER 14 The Role of Compensation and Incentives in Engaging the Team
CHAPTER 15 Interviewing and Hiring
CHAPTER 16 Orientation
CHAPTER 17 Developing Team Member Performance Plans
CHAPTER 18 Conducting Performance Appraisals
PART 4 RELATIONSHIP MANAGEMENT AND THE NEW WORKFORCE
CHAPTER 19 Conflict Is Inevitable
CHAPTER 20 Managing Conflict
CHAPTER 21 Conflict Management and Teambuilding
CHAPTER 22 Gender Differences
CHAPTER 23 Generational Differences
Appendix A: How to Access the Electronic Files
Appendix B: Case Studies, Tools and Helping Mechanisms
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Edward L. Baker, MD, MPH, adjunct professor, Harvard University and University of North Carolina; former assistant surgeon general, U.S. Public Health Service
The second edition of Dr. Susan Murphy's book, Maximizing Performance Management, offers a treasure trove of wisdom, experience, and useful guidance in organizational leadership practice. Her words of wisdom have inspired my graduate students at Harvard and the University of North Carolina who have taken her lessons to heart as they develop into our nation's future health leaders. In this book, Dr. Murphy has distilled extensive research and her own decades of real-world experience into an authoritative and practical guide to "leading your team to success." I highly recommend this book to all who aspire to improving the performance of our nation's health system.