Biomedical subjects
Publications and source records attributed to J W Zinober.
A survey of over 75% of the states and U.S. territories revealed that states have voluntarily adopted much of the data content recommended in the Mental Health Statistics Improvement Program. The majority of the data items also received high ratings for usefulness both for inter- and intrastate mental health program comparisons.
A field study of techniques for involving local citizens in the evaluation of Community Mental Health Center (CMHC) services shows that lay citizens can make recommendations that service agencies will use to improve services. Seventeen citizen groups received evaluation information from participating CMHCs and developed 310 recommendations. Seventy-one percent of these suggestions were used by the CMHCs. Staff and governing board attitudes, fiscal pressures, and other organizational characteristics affected the success of the citizen groups.
A rationale for involving citizens in CMHC planning and evaluation is presented from three prospectives: (1) values, (2) responsiveness to the community, and (3) utilization of evaluative findings. Current practices in citizen involvement in CMHC evaluation are reviewed and several examples are given. Seven roles citizens can play in CMHC evaluation are described. Data indicating that citizens can provide useful, relevant information and recommendations which can lead to positive changes in the CMHC are offered. The paper concludes that citizen participation in CMHC evaluation occurs infrequently and presents suggestions as to how this situation can be remedied.
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Experiencing teamwork is positive, energizing and motivating, writes Joan Wagner Zinober, Ph.D., M.B.A., in the third article of her series on the management and leadership of people. What is not so well known, however, is the impact of destructive professional relationships on the bottom line. Zinober offers guidelines on how to promote positive working relationships among practice partners.
In her continuing series on human relation, Joan Wagner Zinober, Ph.D., M.B.A., discusses the intricacies of motivating medical staff. This article looks at the principles of motivation and provides ideas for improving the quality and quantity of employee work.
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This article describes the benefits of good hiring and the costs of poor hiring in a health-care environment. The elements of an effective hiring process are delineated and discussed, including job descriptions; position specifications; the advantages and disadvantages of hiring from within or outside of the organization; and job application, résumé, and telephone screening. Part II will focus on compensation considerations; the selection interview; legal issues in hiring; letting candidates know the results; and orientation of new employees. Keys for success in each of these areas are provided. An outline of the steps in a selection interview as well as specific do's and don'ts in interviewing are provided. The point is made that the selection of a new employee is one of the most important processes in the effective management of any health-care organization. Yet, it is often done in haste, with a sense of urgency and with insufficient attention to the demands of the job, the specific nature of the organization, and the less tangible but critical aspects of the applicants.
This is the second part of a two-part article on finding and hiring the best employees for your organization. Part I discussed costs of poor hiring, benefits of good hiring, elements of an effective hiring process, the job description, hiring from within versus outside the organization, the job application, résumé screening, telephone screening, and salary considerations. Part II will discuss the selection interview, legal issues in hiring, and the orientation process.
Riddle: Everyone wants the title but few want the job. Everyone wants the glory but none want the drudgery. It has to be done but few want to do it--and even fewer want to allow someone else to do it. What is it? The answer, according to author Joan Wagner Zinober, Ph.D., M.B.A., is practice management and governance. This is her first article in a series on people management and leadership in which she describes several governance structures and their pros and cons.