Practice Management Books

Dr. Dave Hellmich has compiled this practical resource using real-life ethical problem-solving as its basis. It's not filled with theoretical mumbo-jumbo, but makes good common sense that anyone can understand and relate to, which facilitates discussion and application. I highly recommend it.

This Author reminds the reader to aim for exceding the "standard of care".
Anticipating risk is a part of benevolent care for the client/patient, and a safeguard of liability for the professional.
This is a book to store for easy reference and one I will readily recommend to colleagues.

A psychologist and a lawyer combine their expertise in Ethics For The Practice Of Psychology In Canada, a manual especially for students in professional psychology programs intending to practice in Canada or professionals who desire to extend their understanding of the definitions of responsible practice. Chapters discuss basic ethical principles and systems, law and legal standards to keep in mind, tenets of ethical decision-making, issues of confidentiality and professional boundaries, means to maintain and enhance one's competence in light of an ever-advancing field, providing services across cultures, and much more. A serious, informed, in-depth book that an absolute "must-read" for psychologists in Canada; the depths of its plain-terms information make it a valuable contribution to reference shelves for psychology students and professionals of any nation.

Quick service. Book in great condition.

This is one of the best texts I've ever seen on evaluating learning interventions. What makes it stand out is the treatment of the math required for item analysis! The book is currently out of print, but it's still possible to pick up a used copy out there.

As stated by series editor Manuel London, "the current volume, edited by Allen I. Kraut and Abraham K. Korman, explores how changes in the work world during the last two decades have altered the nature of human resource management (HRM). Economic, global, and marketplace changes have led to flatter organizational structures, reengineered jobs, team processes, and methods for continuous, customer-driven quality improvement. The chapters in this volume show how the practice of HRM and I/O psychology has adapted to these challenges and contributed to organization development...The chapters -all written by expert practitioners who value research- describe success stories and emerging strategies in key areas of HRM such as career development, recruitment and selection, performance appraisal, teamwork, leadership development, and organizational surveys."

In this context, as a sample, in third chapter of this book, "Is Job Analysis Dead, Misunderstood, or Both? : New Forms of Work Analysis and Design", Juan I. Sanches and Edward L. Levine argue that the obsolescence of job analysis is really the obsolescence of some of the traditional forms and applications of job analysis. Thus, they :

(1). discuss the basis of traditional job analysis,

(2). outline the business trends that have called that basis into question,

(3). propose revisions in traditional job analysis practices in line with emerging trends.

They begin by comparing and contrasting 'the factors' that shaped the job analysis methodology that has been used successfully in the past with their emerging counterparts, which make some traditional forms of job analysis obselete.

I. Traditional Factors :

* Division of labor and clear-cut labor-management distinction.

* Static job.

* Minimal interaction with coworkers.

* Accountability to superiors.

* One-way relation to technology.

* Long-term employement.

* Cultural homogeneity.

* Tolerance for budgetary slack.

II. Emerging Factors :

* Cross-functional responsibilities and blurring of labor-management distinction.

* Dynamic work assignments.

* Maximal interaction with coworkers.

* Accountability to internal and external customers.

* Two-way relation to technology.

* Short-term employement.

* Cultural diversity.

* Cost containment.

After describing these factors, and changes in work analysis and its building blocks : sources of data, methods of data collection, types of data, and level of analysis; finally, they suggest that unlike traditional job analysis, instead of being overconcerned with documenting molecular tasks and job boundaries new forms of work analysis should focus on contributing useful inputs to the process of continuous organizational innovation.

Not only this chapter, but this book as a whole is higly recommended for HR practitioners.

This book is exceptional. It walks you through the processes of creating a board of governors as well as the integration of the duties of the CEO into the collaborative picture of a corporate structure utilizing boards. Great book for our future senior leaders.

A book that explains and shows the skills and competencies in the nursing field today. The author goes even more deep than in "From novice to expert". A book that is essencial to all nurses: practice, faculty, research and students.

It is a very useful book with keynote paper per topic. The content as in 1996 is still useful in nowaday's life. It also lists out an excellent further reading list.

For small-to-midsize companies competing in a litigious society, this book is more than a "must read": it is an absolutely essential source of information to which decision-makers (especially owners) of such companies should constantly refer. The term "frivolous lawsuit" is really a misnomer. Check a reputable dictionary of synonyms and you will learn that the word frivolous connotes "trivial, trifling, piddling, unimportant, insignificant, inconsiderable, petty, and paltry." On the contrary, an adverse decision resulting from a so-called frivolous lawsuit can destroy a company which has limited resources...or at least create truly serious problems for it, most of which are preventable.

The subtitle of Weiss's book correctly indicates that he explains "safe hiring, managing & firing practices to keep you & your company out of court." He organizes the material as follows:

Part I Safe Hiring Practices [re recruiting, interviewing, and employment decisions]

Part II Safe Management Practices [re evaluations and promotions, preventing sex discrimination and sexual harassment on the job, employee action laws and labor rights]

Part III Safe Firing Practices [re discipline and firing practices, public policy, management of older employees]

With Weiss's guidance, it is possible for the decision-makers in any company to complete what amounts to a comprehensive "audit" of any and all areas in which that company could be vulnerable to litigation. Of at least equal importance, the same "audit" will help the company to determine precisely what its obligations are as an employer as well as what the legal rights of its employees are.

Ultimately, with all due respect to Weiss, qualified legal counsel should be consulted to ensure that all of a company's policies and procedures are "fair, square & legal." They must then be explained to all employees. Finally, they must be rigorously and consistently enforced. Even so, there may yet be frivolous lawsuits but at least the company has done everything possible to prevent them and is thus much better prepared to obtain a favorable decision in a court of law.