Write 3 pages about ch 23′ ?Maintaining an Effective Human Resources Department ‘ using my book and 4 other refereances not include the cover page and referances page
write 3 pages about ch 23" Maintaining an Effective Human Resources Department " using my book and 4 other refereances not include the cover page and referances page , APA format.
Human Resource Management in Health Care
Principles and Practice
L. Fleming Fallon, Jr., MD, DrPH, MBA Professor of Public Health
Bowling Green State University Bowling Green, Ohio
Charles R. McConnell, MBA, CM Health Care Management and Human Resources Consultant
Ontario, New York
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Library of Congress Cataloging-in-Publication Data Fallon, L. Fleming. Human resource management in health care : principles and practice / L. Fleming Fallon Jr. and
Charles R. McConnell. p. ; cm.
Includes index. ISBN-13: 978-0-7637-3531-9 ISBN-10: 0-7637-3531-0 1. Health facilities—Personnel management. 2. Personnel management. 3. Personnel depart- ments. I. McConnell, Charles R. II. Title. [DNLM: 1. Health Manpower—organization & administration. 2. Personnel Management—
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To Marie and Cynthia, two wonderful human resources.
LFF
To Kate, for the years of support and encouragement.
CRM
D E D I C A T I O N
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Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xiii Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . xv Authors and Contributors . . . . . . . . . . . . . . . . . xvii
Chapter 1 An Overview of Human Resources . . . . . . . . . . . . . 1
An Evolving Department . . . . . . . . . . . . . . . . . . . . 3
What’s In a (New) Name? . . . . . . . . . . . . . . . . . . . 7
The Focus Broadens . . . . . . . . . . . . . . . . . . . . . . 10
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Chapter 2 How Human Resources Fits into an Organization . . 15
Human Resources in the Organization: The Macro View . . . . . . . . . . . . . . . . . . . . . . . 17
Line and Staff . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
The Appearance of Human Resources . . . . . . . . . 20
The Human Resources Internal Organization . . . 24
Human Resources and Senior Management . . . . . 24
The Relationship Between Human Resources and Other Departments . . . . . . . . . . . . . . . . . . 26
Health Care Human Resources and the Changing Scene . . . . . . . . . . . . . . . . . . . . . . . . 28
Human Resources Reengineered . . . . . . . . . . . . . 30
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
Chapter 3 The Legal Framework of Contemporary Human Resources . . . . . . . . . . . . . . . . . . . . . . 39
A Regulated Environment . . . . . . . . . . . . . . . . . . 40
The Growing Regulatory Environment: An Annotated Chronology of Legislation . . . . . 42
Greater Responsibilities and Increased Costs for Organizations . . . . . . . . . . . . . . . . . . . . . . 57
A Cumulative Effect . . . . . . . . . . . . . . . . . . . . . . 58
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
C O N T E N T S
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Chapter 4 Human Resource Activities and Managers . . . . . . 65 The Activities of Human Resources . . . . . . . . . . . 67
Human Resources from a Different Perspective . . 77
Where Department Managers and Human Resources Personnel Meet . . . . . . . . . . 79
Human Resources and the Organization . . . . . . . 84
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89
Chapter 5 The Manager-Employee Relationship . . . . . . . . . . 93 Every Supervisor a Manager of
Human Resources . . . . . . . . . . . . . . . . . . . . . . 96
The Heterogeneous Work Group . . . . . . . . . . . . . 96
Employee Participation and Input . . . . . . . . . . . . 97
The People-Focused Manager . . . . . . . . . . . . . . . 99
Visibility and Availability . . . . . . . . . . . . . . . . . . 99
The Essential Downward Orientation . . . . . . . . 103
Essential Individual Relationships . . . . . . . . . . . 104
The Cost of Ignored Employees . . . . . . . . . . . . . 107
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109
Chapter 6 Position Descriptions . . . . . . . . . . . . . . . . . . . . . 113 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . 114
Position Analysis . . . . . . . . . . . . . . . . . . . . . . . . 115
Role of a Position Incumbent . . . . . . . . . . . . . . . 116
Elements of a Position Description . . . . . . . . . . . 117
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119
Appendix A: Sample Position Description . . . . . 122
Chapter 7 Department Managers and the Recruiting Process . . . . . . . . . . . . . . . . . . . . . 125
Legal Concerns in Recruiting . . . . . . . . . . . . . . . 127
Partnerships with Human Resources . . . . . . . . . 127
Reference Checking and the Department Manager . . . . . . . . . . . . . . . . . . . 131
The Manager’s Role in Finding Candidates . . . . 134
Promotion from Within . . . . . . . . . . . . . . . . . . . 137
Salary Bumping . . . . . . . . . . . . . . . . . . . . . . . . . 139
Recruiting during Periods of Shortage . . . . . . . . 140
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Every Employee a Recruiter . . . . . . . . . . . . . . . . 142
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 142
Chapter 8 Civil Service Systems . . . . . . . . . . . . . . . . . . . . . 147
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . 148
History of the Federal Civil Service System . . . . . 148
History of State and Local Civil Service Systems . . 149
Using a Civil Service System . . . . . . . . . . . . . . . . 150
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 157
Chapter 9 Conducting a Successful and Legal Selection Interview . . . . . . . . . . . . . . . . . . . . . 159
Legal and Other Prerequisites . . . . . . . . . . . . . . . 161
Before the Candidate Arrives . . . . . . . . . . . . . . . 161
Conducting an Interview . . . . . . . . . . . . . . . . . . 164
Interview Questioning: To Ask or Not to Ask? . . 166
Probing for Intangibles . . . . . . . . . . . . . . . . . . . . 175
Very Few Exceptions . . . . . . . . . . . . . . . . . . . . . 176
When Forbidden Information is Volunteered . . . 176
After the Interview . . . . . . . . . . . . . . . . . . . . . . . 177
Behavioral Interviewing . . . . . . . . . . . . . . . . . . . 178
The Interviewer’s Behavior . . . . . . . . . . . . . . . . . 179
Résumé Fraud: Lies and Embellishments . . . . . . 181
An Acquired Skill . . . . . . . . . . . . . . . . . . . . . . . . 183
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 183
Chapter 10 Employee Training . . . . . . . . . . . . . . . . . . . . . . . 187
Introduction: The Role of Training and Development . . . . . . . . . . . . . . . . . . . . . . 188
The Manager’s Role in Employee Training . . . . . 189
New-Employee Orientation . . . . . . . . . . . . . . . . 190
Training to Correct Performance Problems . . . . . 191
Determining Departmental Learning Needs . . . . 191
Employee Training Within a Department . . . . . . 192
Cross-Training for Efficiency . . . . . . . . . . . . . . . 193
On-the-Job Training . . . . . . . . . . . . . . . . . . . . . . 193
Effective Mentoring . . . . . . . . . . . . . . . . . . . . . . 194
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Developing Potential Managers . . . . . . . . . . . . . 195
How Human Resources Can Help . . . . . . . . . . . 196
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 198
Chapter 11 Compensation and Benefits . . . . . . . . . . . . . . . . 201
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . 202
Compensation . . . . . . . . . . . . . . . . . . . . . . . . . . 202
Benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 207
Legal Actions . . . . . . . . . . . . . . . . . . . . . . . . . . . 213
External Agency Investigations . . . . . . . . . . . . . . 214
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 216
Chapter 12 Performance Appraisals . . . . . . . . . . . . . . . . . . . 219
Performance Appraisal Defined . . . . . . . . . . . . . 221
The Need for Performance Appraisal . . . . . . . . . 221
Conducting a Performance Appraisal . . . . . . . . . 222
Managers and Rating . . . . . . . . . . . . . . . . . . . . . 223
Obstacles to Performance Appraisal . . . . . . . . . . 223
Personality-Based Evaluations . . . . . . . . . . . . . . 224
Performance Appraisals . . . . . . . . . . . . . . . . . . . 227
The Appraisal Interview . . . . . . . . . . . . . . . . . . . 234
Self-Appraisal . . . . . . . . . . . . . . . . . . . . . . . . . . . 238
Team Appraisals . . . . . . . . . . . . . . . . . . . . . . . . . 239
The Appraisal Form . . . . . . . . . . . . . . . . . . . . . . 240
Legal Implications of Performance Appraisals . . 240
The Role of Human Resources . . . . . . . . . . . . . . 244
An Essential Process . . . . . . . . . . . . . . . . . . . . . . 245
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 246
Chapter 13 Managers and Employee Problems . . . . . . . . . . . 249
People Problems are Inevitable . . . . . . . . . . . . . . 251
Primary Purpose: Correction . . . . . . . . . . . . . . . 253
Separate Issues of Performance and Behavior . . . 254
Addressing Performance Problems . . . . . . . . . . . 255
Addressing Behavior Problems . . . . . . . . . . . . . . 256
Employee Absenteeism . . . . . . . . . . . . . . . . . . . . 267
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Employee Assistance Programs . . . . . . . . . . . . . . 269
When Termination is Necessary . . . . . . . . . . . . . 270
Partnership with Human Resources . . . . . . . . . . 271
Prevention when Possible . . . . . . . . . . . . . . . . . . 271
Elements of Effective Corrective Action . . . . . . . 272
Document, Document . . . . . . . . . . . . . . . . . . . . 273
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 274
Chapter 14 Addressing Problems before Taking Critical Action . . . . . . . . . . . . . . . . . . . . . . . . 279
Prevention when Possible . . . . . . . . . . . . . . . . . . 281 Employee Privacy and Confidentiality . . . . . . . . 282 Personal Relationships . . . . . . . . . . . . . . . . . . . . 286 Sexual Harassment . . . . . . . . . . . . . . . . . . . . . . . 287 Violence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 289 Employee Participation and Involvement . . . . . . 290 Counseling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 291 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 293
Chapter 15 Documentation . . . . . . . . . . . . . . . . . . . . . . . . . 297 Paper Remains Important . . . . . . . . . . . . . . . . . . 299 Legal Implications of
Employment Documentation . . . . . . . . . . . . . 299 Human Resources and Personnel Files . . . . . . . . 302 The Department Manager’s Responsibilities . . . . 303 Department Manager’s Employee Files . . . . . . . . 306 Do the Paperwork . . . . . . . . . . . . . . . . . . . . . . . 307 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 307
Chapter 16 Terminating Employees . . . . . . . . . . . . . . . . . . . 311 Involuntary Termination . . . . . . . . . . . . . . . . . . 313 Individual Terminations . . . . . . . . . . . . . . . . . . . 313 Reductions in Force . . . . . . . . . . . . . . . . . . . . . . 315 Layoffs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 317 Related Dimensions of Termination . . . . . . . . . . 324 The Survivors of Reduction . . . . . . . . . . . . . . . . 326 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 328
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Chapter 17 Case Study: Balancing Needs . . . . . . . . . . . . . . . 331
Defining the Problem . . . . . . . . . . . . . . . . . . . . . 332
Moral and Ethical Issues . . . . . . . . . . . . . . . . . . 334
Acceptable Moral and Ethical Principles . . . . . . 335
Analysis: Ethical Decision Making . . . . . . . . . . . 337
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 339
Chapter 18 Succession Planning . . . . . . . . . . . . . . . . . . . . . . 343
Introduction to Succession Planning . . . . . . . . . . 344
Why Organizations Should Create Succession Plans . . . . . . . . . . . . . . . . . . . . . . . 345
Motivating Factors Behind the Creation of Succession Plans . . . . . . . . . . . . . . . . . . . . . . . 345
Five Principles of CEO Succession Planning . . . . 347
Grooming a Successor . . . . . . . . . . . . . . . . . . . . 348
Why Organizations Have Not Created Succession Plans . . . . . . . . . . . . . . . . . . . . . . . 349
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 351
Chapter 19 Relations with Labor Unions . . . . . . . . . . . . . . . 355
Why Workers Join Unions . . . . . . . . . . . . . . . . . 356
Why Organizations Try to Avoid Unions . . . . . . 358
The Legal Framework of Unions . . . . . . . . . . . . 358
The Department Manager’s Role . . . . . . . . . . . . 360
Decertification . . . . . . . . . . . . . . . . . . . . . . . . . . 366
Unions in Health Care . . . . . . . . . . . . . . . . . . . . 367
The Future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 368
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 368
Chapter 20 Directions in Employee Relations . . . . . . . . . . . . 371
The Evolution of Employee Relations . . . . . . . . . 373
The Emergence of Scientific Management . . . . . 375
Parallel Management Systems Develop . . . . . . . . 376
Opposing Views of Employees . . . . . . . . . . . . . . 378
Long-Term Trends in Organizational Management . . . . . . . . . . . . . . . . . . . . . . . . . 380
Government Inspires a Major Shift . . . . . . . . . . . 381
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Where We Are, Where We Are Heading . . . . . . . 382
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 382
Chapter 21 Human Resources Arbitration . . . . . . . . . . . . . . 387 Arbitration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 388
Advantages of Arbitration . . . . . . . . . . . . . . . . . 390
Human Resources Arbitration . . . . . . . . . . . . . . 392
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 392
Chapter 22 Using Human Resource Consultants . . . . . . . . . 395 Using Consultants . . . . . . . . . . . . . . . . . . . . . . . 396
Types of Consultants . . . . . . . . . . . . . . . . . . . . . 398
Engaging a Consultant . . . . . . . . . . . . . . . . . . . . 399
Summary: Why a Consultant? . . . . . . . . . . . . . . 402
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 402
Appendix A: Sample Contract Agreement for Consulting Services . . . . . . . . . . . . . . . . . . . . . 405
Chapter 23 Maintaining an Effective Human Resources Department . . . . . . . . . . . . . . . . . . . . . . . . . . 409
An Effective Human Resources Department . . . . 410
HR and Optimal Organizational Efficiency . . . . 415
Future Directions for Human Resources . . . . . . . 416
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 416
Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 421
Contents xi
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Under its earlier, more narrowly descriptive names, human resources be- gan to develop an independent identity in business organizations in the 1930s. Its importance has steadily increased over the intervening decades, and as the new millennium gathers momentum, human resources con- tinues to grow in relevance and usefulness.
Non-health businesses, manufacturing foremost among them, were the first to recognize the utility of human resources. Out of necessity, health care provider organizations began to rely increasingly on human resource professionals as legal protections relating to workers proliferated. Owing to characteristics of size and structure, however, some elements of health- related activity have not received the full benefit of modern human re- sources capabilities. For example, public health as a discipline has been slow to embrace human resources partly as a consequence of relatively small individual work forces and budgets that limit the ability of public health organizations to afford full-time human resources employees. Similarly, various other health-related organizations such as independent laboratories and free-standing clinics and group practices have insuffi- cient staffing to justify full-time human resources professionals.
This book introduces human resources to those who are preparing to work in any area of health care or health service. It is written for practi- tioners and students in all disciplines related to health, from practicing providers to major medical centers to administrators who engage in health in a broad range of settings. It is written for students, practitioners, and members of boards of health, the citizen supervisors of many public health agencies. To accommodate such a diverse audience, we have endeavored to provide a balanced approach to the subject.
Each chapter is intended to stand alone; chapters are not sequential and can be addressed in any order. Each chapter opens with a case study that introduces the reader to key topics and questions to ponder while reading the material that follows. The case study is concluded at the end of the chapter with expert commentary and suggestions that can be uti- lized should the reader someday become interested or involved in a sim- ilar situation. Each chapter includes learning objectives, discussion points, and listings of resources (books, periodicals, organizations, and Internet sites) that provide supplementary materials.
Our goal was to produce a practical book. Discussions of theory are included to aid understanding of application guidelines, but pure theory runs a far second to practicality in the pages that follow. Many examples
P R E F A C E
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and a number of sample forms and documents are included, drawn from our professional experiences and supplemented with input from other ex- perts.
Thank you for sharing some of your time with us through using this book. We trust that the time is well spent. We freely share credit with oth- ers for successes, but we reserve for ourselves responsibility for errors that may have crept into the book.
L. Fleming Fallon, Jr. Bowling Green, Ohio
Charles R. McConnell Ontario, New York
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We owe thanks to several people. Mike Brown believed in this project and had patience when it was most appreciated. Kylah McNeill’s gentle but sure hand guided the project. The folks at Jones and Bartlett are gracious at all times; we could not work for a better or more professional team.
We express thanks to the contributors who enriched this book. Their expertise and experiences are greatly appreciated. Lee Forst was willing to take a chance many years ago. Thanks for exemplifying Theory Y.
Finally, thanks to our wives. They gave up the time that allowed this project to be completed.
L. Fleming Fallon, Jr. Charles R. McConnell
A C K N O W L E D G M E N T S
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L. Fleming Fallon, Jr., MD, DrPH, MBA Fleming Fallon is Professor of Public Health at Bowling Green State University, Bowling Green, Ohio. He is also the Director of the Northwest Ohio Consortium for Public Health, an accredited MPH degree program that is offered jointly by Bowling Green State University and the University of Toledo. He has many years of experience as a management consult- ant and has authored 6 books and more than 350 papers and book chap- ters on a variety of topics in addition to making presentations throughout the world. Dr. Fallon has written a weekly newspaper column entitled Health Thoughts continuously since 1995. He was a consultant special- izing in human resources with A. T. Kearney. He has served as both a member and president of a local board of health.
Dr. Fallon is a physician with residency training in occupational and environmental medicine. He received a DrPH degree in environmental health science from Columbia University, New York, his MD degree from St. Georges University School of Medicine, St. Georges, Grenada, and an MBA from the University of New Haven, New Haven, Connecticut.
Charles R. McConnell, MBA, CM Charles McConnell is an independent health care management and hu- man resources consultant and freelance writer specializing in business, management, and human resource topics. For 11 years he was active as a management engineering consultant with the Management and Planning Services (MAPS) division of the Hospital Association of New York State (HANYS) and later spent 18 years as a hospital human resources man- ager. As author, coauthor, and anthology editor, he has published 24 books and has contributed more than 350 articles to various publica- tions. He is in his 26th year as editor of the quarterly professional jour- nal, The Health Care Manager.
Mr. McConnell received an MBA and BS in Engineering from the State University of New York at Buffalo, Buffalo, New York.
The following people made significant contributions to this book.
Marie M. Fallon, MHSA (Chapter 17) Marie Fallon is the Executive Director of the National Association of Local Boards of Health that has its headquarters in Bowling Green, Ohio. She previously served as a Project Director for the same organi- zation. Earlier in her professional career, she served as a controller for
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two community hospitals. She has completed Public Health Leadership programs at the state and national levels.
Ms. Fallon is completing an EdD in Leadership from Bowling Green State University, Bowling Green, Ohio, has earned an MHSA degree from St. Joseph’s College, Standish, Maine, and has a BA degree in Accounting from the State University of New York at Buffalo, Buffalo, New York.
Anthony J. Santarsiero, MBA (Chapter 8) Tony Santarsiero is the Acting Chief of the Public Health and Education Systems Branch, Division of Partnerships and Strategic Alliances, National Center for Health Marketing at the Centers for Disease Control and Prevention, Atlanta, Georgia. Prior to joining the CDC, he was a hospital administrator in the U.S. Air Force.
Mr. Santarsiero received his MBA degree from Florida Technological University, and has a BBA from the University of Georgia, Athens, Georgia. He is a fellow in the American College of Healthcare Executives and has completed the national Public Health Leadership program.
Hans Schmalzried, PhD (Chapters 8 and 18) Dr. Hans Schmalzried is an Associate Professor of Public Health at Bowling Green State University, Bowling Green, Ohio. He has served as the Health Commissioner of the Fulton County Health District, Wauseon, Ohio and the Commissioner of the Henry County/Napoleon City Health District, Napoleon, Ohio. He has been active in public health administration ac- tivities at the local
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