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Biomedical subjects

W Umiker

Publications and source records attributed to W Umiker.

At least 37 records · Page 2Linked to original sources
PubMed1996

Value-added service in health care institutions.

In today's highly competitive atmosphere, the survival of health care institutions depends largely on the ability to provide value-added services (VAS) at the lowest possible cost. Managers must identify their customers and delineate the needs and expectation of those customers. A strategy for satisfying these needs and expectations is essential. While technical advances and reasonable charges are important, a successful "high-tech," "high touch" approach demands the combination of process reengineering and employee training in customer relations.

Cost-Benefit Analysis↗
PubMed1995

Workplace loyalty in the 1990s.

The loyalty paradigm is evolving as part of our cultural modifications. We must enunciate our own standards and temper them with realism. Employers can seldom promise permanent jobs, and employees are reluctant to hitch their stars to one organization. In health care institutions, ethical considerations may result in divergent allegiances. The new loyalty paradigm is affected by the movements toward participative management and team building. A number of suggestions are offered for enhancing a pragmatic form of loyalty.

Humans↗
PubMed1993

Optimism, self-image, and self-esteem.

Optimism is worth striving for. It may prolong your life. Our self-image is determined early in life, largely by what our parents have told us. Self-esteem is based on self-efficacy, self-respect, acceptance by others, and by our own subconscious mind.

Administrative Personnel↗
PubMed1993

Coping with employee departures.

Resignations should be treated as minicrises. The highly structured procedure for handling employee exists described in this article can be effective in reducing employee turnover problems. Employees are recipients of your supervisory service, and therefore are your clients and should be treated as such. Suggestions are offered for maintaining staff efficiency during transitions and for conducting effective exist interviews.

Employment↗
PubMed1992

Performance review interviews: planning for the future.

The planning phase of PRs is more important than the appraisal phase. At least 75 percent of the PR should be devoted to a discussion of future performance and career development. During the planning phase, the effective leader functions as an advisor, supporter, and facilitator. The formulation of goals and action plans is critical to this phase, and must be a cooperative effort with the employee having the major share of the input.

Communication↗
PubMed1990

Playing politics fair and square.

Political action, like leadership behavior, may or may not be beneficial to the success of organizations and their personnel. At one end of the scale, political behavior is selfish. Some outliers are even unethical or illegal. In the upper registers, politically astute behavior supplements professional competency. It is beneficial not only to the practitioner, but also to his or her subordinates, superiors, peers, and employer. Negative political behavior is self-serving, manipulative, and violates the spirit of honest communication. It produces resentment and destroys morale. Often what is perceived as politics is merely poor communication. The remedy for this is better use of formal and informal channels of information. Incompetent employees often rationalize their failures by using politics as a scapegoat. To encourage positive political strategies, employers should institute training programs. Such programs should promote teamwork and teach positive interpersonal skills. Seminars on ethical decision making must be supplemented by model behavior on the part of upper managers.

Behavior↗