1

2

Table of Contents A Proven Value 3 About Executive Education at the IU School of Public and Environmental Affairs 4 About the Indiana Hospital Association 4 IHA Management Institute Advisory Board 4 General Information 5 Course Schedule 6 Course Descriptions My Management Style and Superior Listening Practices 7-8 Building Successful Teams 9 The Art of Successful Interviewing 10 Financial Management for Non-Financial Managers 11 Managing Time and Stress on the Job 12 Contemporary Health Care Topics: Human Resource Issues (Morning) 13 Tools of Engagement (Afternoon) 14 Managing in a Changing Work Environment 15 Coaching: Building Employee Success 16 Meaningful Conflict Resolution and Dealing with Difficult People 17-18 Becoming a “Star Performer” 19 Registration Information 20

3

A Proven Value

Here’s what hospital leaders say about the Indiana Hospital Association Management Institute: “The Indiana Hospital Association Management Institute is a great investment in terms of developing leaders in a health care organization. Because it is specific to health care, students discuss current managerial issues within the health care industry. Logansport Memorial Hospital sends each new manager as well as key employees to the Management Institute program. Our leaders have grown which only helps to move our hospital forward.”

Lynda Shrock, SPHR, VP of Human Resources Logansport Memorial Hospital

“For many years we have relied upon the expert faculty of the Indiana Hospital Association Management Institute to provide high impact education for our emerging as well as experienced leaders. The Institute provides a time tested forum for interactive and current discussion regarding the challenges that are constantly evolving in our industry. Participants have grown to expect educational excellence and networking opportunities that remain vital throughout their careers.”

Michael Harlowe, President/CEO Indiana University Health Tipton Hospital

“The Management Institute has been an incredible learning resource for our hospital’s management staff. The instructors are well prepared and take extra time to really get to know the stu-dents. Our students have been very pleased with how the classroom information is relevant and can be immediately applied in today’s health care environment. The evaluations say it all - 98 percent think the programs are very satisfying.” Karen Layman, Staff Development Director Schneck Medical Center, Seymour “The IHA Management Institute has provided our leaders and future leaders at the Indiana Donor Network with a valuable base for every day management. We require all new managers to attend this course. I encourage all of you to send your leaders and future leaders to this course to learn the foundation for all aspects of management.” Kellie K. Hanner, RN, President/CEO Indiana Donor Network, Indianapolis

4

About Executive Education at the IU School of Public and Environmental Affairs At Executive Education, we believe creating better leaders creates stronger organizations. That’s why, since 1979, we’ve offered world-class education and leadership development to individual profession-als and organizations that serve the public interest. Offered at the Indiana University School of Public and Environmental Affairs, Executive Education brings the credentials, experience and worldwide impact of the school’s faculty to provide leadership training, consulting, graduate degrees, and credit and noncredit certificates. You can learn more about Executive Education at spea.iupui.edu/execed

About the Indiana Hospital Association Indiana Hospital Association was founded in 1921 by hospital leaders who wanted to improve the quality of care in Indiana by sharing best practices. IHA provides over 170 Indiana hospitals with leadership, representation and support as they work to improve the health of Indiana citizens. Today, nearly every hospital in Indiana—from rural community hospitals to regional and statewide health systems—is an IHA member. Our broad alliance of voices has helped IHA expand our focus to patient safety, health care reform and the recruitment and training of the nation’s best health care workers. We collect, analyze and distribute data to help our members and policymakers understand what needs to be done to improve the health of the communities they serve. In addition, we connect hospitals with the business community and health care organizations that include the American Hospital Associa-tion. Lastly, we provide opportunities for hospitals to share ideas and information on the challenges every hospital faces. To learn more about IHA, visit IHAconnect.org.

IHA Management Institute Advisory Board

Karin Kennedy Indiana Hospital Association, Indianapolis Karen Layman Schneck Medical Center, Seymour Wendy Mehringer Indiana Blood Center, Indianapolis Lynda Shrock Logansport Memorial Hospital, Logansport Linda White Deaconess Health System, Evansville

Cathy Armold Indiana Hospital Association, Indianapolis Matthew Browning Hendricks Regional Health, Danville Kellie Hanner Indiana Donor Network, Indianapolis Sara Johnson Executive Education at IU SPEA, Indianapolis Jane Keller OrthoIndy, Indianapolis

5

General Information

Certified Health Care Manager Participants successfully com-pleting nine of the ten courses in the curriculum will qualify for the Certified Health Care Manager (CHCM) designa-tion. Each participant will also receive a certificate upon com-pletion of the prescribed cur-riculum. Instructional Methods Presentations, Self Assessments, Case Studies, Critiques and Simulations. Instructional Materials will be posted to the Executive Ed-ucation website the week be-fore each scheduled session. Students are responsible for downloading these in whatever format they would like to use in class. Evaluation Procedures Participant and Instructor Evaluations, Indiana Hospital Association Advisory Board Evaluation. Institute Tuition $2095 Per Participant. The course tuition includes: parking, course materials, refreshment breaks and lunch. Registration Registration will be processed through the IHA office. Location The first course is held at the IHA Office at 500 N. Meridian St., Indianapolis, Indiana. All remaining courses are held at the Executive Education Cen-ter at IU SPEA, Room 4095, 801 W. Michigan Street, Indi-anapolis, Indiana.

Class Size Minimum size will be 25 participants. Maximum size will be 40 participants. Maxi-mum of 4 participants from a single organization. Record Keeping Executive Education at IU SPEA is responsible for all record keeping related to the Management Institute. Attendance To qualify for the Health Care Manager Certificate, each par-ticipant must complete at least nine of the ten scheduled courses. Credit for attendance will only be given for full-day participation. No credit will be given for partial day attend-ance. If you are unable to attend any course, you must notify your training department and Exec-utive Education at IU SPEA by 11:00 a.m. two working days prior to the scheduled course to qualify for a make-up course without an addition-al charge.

Make-up Policy If you are in compliance with the cancellation policy (see above,) you will be allowed to make up that course without an additional fee. However, if you are not in compliance with the cancellation policy, you must obtain your organiza-tion’s approval to attend a make-up session because an additional fee will be assessed. Call Executive Education at IU SPEA to schedule the make-up session.

Dress Business casual attire is recommended.

Special Needs Any special needs due to dietary restrictions, a physical disability or because of any other personal circumstances should be brought to the attention of Executive Ed-ucation at IU SPEA.

Typical Daily Schedule 8:15 - 8:45 a.m. Registration 9:00 - 10:30 a.m. Class Session 10:30 - 10:45 a.m. Break 10:45 - Noon Class Session Noon - 1:00 p.m. Lunch 1:00 - 2:30 p.m. Class Session 2:30 - 2:45 p.m. Break 2:45 - 4:00 p.m. Class Session For additional information, please contact:

Laura Gilbert Indiana Hospital Association 500 N. Meridian Street Suite 250 Indianapolis, IN 46204 Telephone: 317-423-7793 Fax: 317-633-4875 Email: lgilbert@IHAconnect.org

or

Barbara Fisher Executive Education at IUSPEA 801 W. Michigan Street, BS4088 Indianapolis, IN 46202-5152 Telephone: 317-274-3418 Fax: 317-274-3753 Email: ExecEduc@iupui.edu

6

IHA Management Institute Schedule Session 40 July to December 2017

Date Title July 11, 2017 My Management Style and Superior Listening Practices July 25, 2017 Building Successful Teams August 8, 2017 The Art of Successful Interviewing August 29, 2017 Financial Management for Non-Financial Managers September 19, 2017 Managing Time and Stress on the Job September 26, 2017 Human Resource Issues (Morning) Tools of Engagement (Afternoon) October 17, 2017 Managing in a Changing Work Environment November 7, 2017 Coaching: Building Employee Success November 28, 2017 Meaningful Conflict Resolution and Dealing with Difficult People December 12, 2017 Becoming a “Star Performer”

7

My Management Style

My Management Style is a course to identify a manager’s preferred style of management and

apply this style to daily management activities such as planning, creating teamwork, evaluating

performance and motivating employees.

Learner Objectives

To Identify the Dominant and Back-Up Management Behavior

To Understand the Performance Implications of the Dominant and Back-Up Behavior

To Understand the Fear Associated with the Dominant and Back-up Behavior

To Develop a Three Part Process to Modify Management Behavior

To Enhance the Working Chemistry with My Boss Based on Her/His Dominant Behavior

Topics

The Five Management Behaviors

My Management Behavior in Terms of Focus on Results and Focus on Employees

The Results Implications and the Employee Implications of My Dominant Management Behavior

How to Modify My Dominant Behavior

The Five Management Behaviors as Applied to Decision-making, Performance Assessment and

Goal Setting

Learning Activities

Construction of Management Behavior Profile

Simulations followed by Debrief Activities of Goal Setting, Decision-Making, and Performance

Evaluation

Preparation of a Behavior Modification Action Plan

Instructor Thomas A. DeCoster, Ph.D., has been the lead instructor for the IHA Management Institute for more than twenty years. Dr. DeCoster has served as a seminar instructor for Indiana managers from more than 45 health care organizations. His service to Indiana health care spans more than 35 years. His seminars have consistently been assessed as "outstanding" by participants. Health care managers have found his subject matter content to be particularly practical and adaptable to their workplace. Dr. DeCoster has conducted numerous seminars for IHA and affiliated organizations. Prior to his retirement from the Indiana University School of Public and Environmental Affairs, (SPEA) Dr. DeCoster was the director of the Executive Education Program for more than 25 years. He was a faculty member in the graduate program in health administration. Dr. DeCoster's seminars focus on management styles, change leadership, applied employee motivation, team dynamics, personal productivity, star performance leadership and the challenges of managing contrasting workplace generations. He is an active keynote speaker, having made more than 50 speeches to major professional associations over the past three years. Internationally, Dr. DeCoster has conducted seminars in China, Venezuela, Nigeria, Mexico and the Dominican Republic.

8

Superior Listening Practices

This session addresses critical listening skills, including practices of inferior and superior listeners.

Students will make an assessment of their listening skills and investigate healthcare settings in which

superior listening is essential.

Learner Objectives

To Self Assess My Listening Proficiency

To Have a Knowledgeable Observer Assess My Listening Proficiency

To Identify the Management Settings in which Superior Listening is Essential

To Understand the Eight Practices of Inferior Listeners

To Understand and Demonstrate the Eight Practices of Superior Listeners

Topics

Healthcare Workplace Settings in Which Superior Listening is Essential

Eight Practices of Inferior Listeners

My Listening Proficiency Based on Self and Other Person’s Assessment

Eight Practices of Superior Listeners with Demonstrations

Learning Activities

Self Assessment of Listening Proficiency

Comparison of Self Assessment with Observer Assessment

Identification of Inferior Listening Practices

Demonstration of Superior Listening Practices

Debrief of 8 Superior Listening Practices

Instructor Thomas A. DeCoster, Ph.D., has been the lead instructor for the IHA Management Institute for more than twenty years. Dr. DeCoster has served as a seminar instructor for Indiana managers from more than 45 health care organizations. His service to Indiana health care spans more than 35 years. His seminars have consistently been assessed as "outstanding" by participants. Health care managers have found his subject matter content to be particularly practical and adaptable to their workplace. Dr. DeCoster has conducted numerous seminars for IHA and affiliated organizations. Prior to his retirement from the Indiana University School of Public and Environmental Affairs, (SPEA) Dr. DeCoster was the director of the Executive Education Program for more than 25 years. He was a faculty member in the graduate program in health administration. Dr. DeCoster's seminars focus on management styles, change leadership, applied employee motivation, team dynamics, personal productivity, star performance leadership and the challenges of managing contrasting workplace generations. He is an active keynote speaker, having made more than 50 speeches to major professional associations over the past three years. Internationally, Dr. DeCoster has conducted seminars in China, Venezuela, Nigeria, Mexico and the Dominican Republic.

9

Building Successful Teams

The Building Successful Teams course is a one-day, challenge-oriented, experiential educational pro-

gram. A series of carefully structured activities/tasks and facilitator-led debriefings are used to allow

participants to become aware of how a group of participants can mature into a cohesive productive

team.

Learner Objectives

To Understand the Critical Elements of Teambuilding: Group Trust, Effective Communication,

Goal Setting, Cooperation, Problem Solving and Evaluation

Topics

Structural Components of Teams

Stages of Team Development

Management Focus at Each Developmental Stage

Building the Environment for Success

Five Dysfunctions of a Team

Identifying and Correcting Dysfunctions of a Team

Cultivating a Team Environment

Future Trends

Learning Activities

Teams Work to Successfully Complete a Number of Structured Tasks/Activities

Participants and Trained Facilitator Debrief Each Task/Activity

Participants Reflect on This Unique Experience and Translate the Insights Into Behavioral Action

Plans for the Workplace

Instructor

Brett A. Hodge, MSW, LCSW, is an adjunct faculty member of Executive Education at the IU School of Public and Environmental Affairs. He is the president and chief consultant for Organizational Effectiveness Consulting Inc., located in southern Indiana. Brett has more than twenty years of experience working in organi-zational development with many industries with an emphasis on professional coaching, team development, managing high performance teams, strategic planning, skill development and leadership development. Brett is a specialist in group dynamics and has developed several programs around the group model.

10

The Art of Successful Interviewing

The Art of Successful Interviewing is a one-day course to develop managers’ skills to hire productive employees and to build managers’ awareness of the legal issues surrounding the interview process. Learner Objectives

To Demonstrate Successful Interviewing Techniques

To Understand the Guidelines and the Implications Surrounding Pre-Employment Inquiries Topics

Planning the Interview

Formulating the Questions

Conducting the Interview

Understanding Typical Problems in Interviews

Closing the Interview Learning Activities

Participants Plan an Employee Interview

Participants Create Appropriate Interview Questions

Participants Conduct an Employee Interview Simulation Using the “Art of Successful Interviewing” Guidelines

Class and Instructor Debrief Interviewees Instructor Mary Anna Weber is President, Angotti Weber and Associates. She provides consulting services in the areas of strategy, learning, and leadership:

- Strategy - Helps organizations and companies develop strategic pathways that translate their business goals and ideas into operational reality.

- Learning - Provides corporate level learning in the following topics: talent development and management, leadership development, change thinking, and sustainability planning.

- Leadership - Facilitates Thought Leader Development, Team Development, and Individual Leadership Development programs. Coaches leaders to shift thinking, change actions, trans-form outcomes and accelerate success.

Mary Anna is adjunct faculty for IU SPEA Executive Education where she teaches classes in the area of Management and Leadership Development. She received her Bachelor of Science in Consumer Economics from West Virginia University and her Master of Science in Adult Education and Organi-zational Development from Ball State University. Her passion is mentoring and coaching leaders at all levels. Her leadership programs are her tribute to the wonderful clients she serves.

11

Financial Management for Non-Financial Managers

The Financial Management for Non-Financial Managers course focuses on the generation and use of financial information for planning, budgeting and decision making. Learner Objectives To Understand Basic Financial Concepts in a Non-Technical Manner for the Manager Whose

Responsibilities Are Primarily Non-Financial To Understand How to Apply Financial Information for Planning, Budgeting and Decision

Making To Organize and Generate Financial Information for Decision Making Topics Basic Skills Needed to Read, Interpret and Analyze Financial Statements Organizing Financial Data for Management Use Cost Analysis of Present Programs Techniques for Budget Preparations Effective Communication with Financial Specialists Learning Activities Participants Discuss Concepts Participants Work Individually and in Groups to Complete Health Care Examples and Case

Studies Instructor Paul Lang, MPA is lecturer and director of Health Administration Programs, Richard M. Fairbanks School of Public Health at IUPUI. He is a SPEA alumnus and served as the vice president and CFO of Noble of Indi-ana, Inc. for 27 years. Paul was assistant director/grants management, Indiana Department of Mental Health, from 1976-1980. His major fields of expertise are accounting, fiscal governance, fundraising and long-range strategic planning.

12

Managing Time and Stress on the Job

Managing Time and Stress on the Job addresses two challenges of the contemporary, fast paced

and complex healthcare workplace: Time Management and Stress Management. These two chal-

lenges are very interrelated. This course provides very practical tools to maximize the use of lim-

ited time and to minimize the stress that accompanies the demands of the healthcare workplace.

Learner Objectives

To build competence in maximizing individual productivity

To be able to identify workplace stressors and to build competence in how to manage one’s

self when those stressors are experienced To be have the capacity to achieve work and lifestyle balance

Topics

Profile of an Organized Manager

Planning Daily Work and Working the Daily Plan

Reducing Stress by Using Delegation to Improve Time Management Common Workplace Stressors and Tactics to Manage Reaction to the Stressors The Criticality of Self-Talk

Learning Activities

Participants Complete a Time Management Audit and Questionnaire

Participants Apply the Techniques Learned and Develop Effective Personal Daily Work Plan Participants Identify Workplace Stressors Participants Apply Stress Management Strategies

Instructor Thomas A. DeCoster, Ph.D., has been the lead instructor for the IHA Management Institute for more than twenty years. Dr. DeCoster has served as a seminar instructor for Indiana managers from more than 45 health care organizations. His service to Indiana health care spans more than 35 years. His seminars have consistently been assessed as "outstanding" by participants. Health care managers have found his subject matter content to be particularly practical and adaptable to their workplace. Dr. DeCoster has conducted numerous seminars for IHA and affiliated organizations. Prior to his retirement from the Indiana University School of Public and Environmental Affairs, (SPEA) Dr. DeCoster was the director of the Executive Education Program for more than 25 years. He was a facul-ty member in the graduate program in health administration. Dr. DeCoster’s seminars focus on management styles, change leadership, applied employee motivation, team dynamics, personal productivity, star performance leadership and the challenges of managing con-trasting workplace generations. He is an active keynote speaker, having made more than 50 speeches to major professional associations over the past three years. Internationally, Dr. DeCoster has conducted semi-nars in China, Venezuela, Nigeria, Mexico and the Dominican Republic.

13

Contemporary Health Care Topics:

Human Resource Issues

The hospital environment is one of the most dynamic settings in our society. The constant changes associated present numerous challenges for the hospital manager. The Contemporary Health Care Topics: Human Re-source Issues course provides an opportunity to be briefed on emerging management challenges and to inter-act with knowledgeable presenters regarding appropriate management implementation steps to meet these challenges. Special emphasis is placed on changes related to human resources, administrative procedures, op-erational practices and creating an effective work environment.

Learner Objectives

To Become Aware of Current Management Issues Facing Health Care

To Learn How to Manage These Current Issues

Topics

Sexual Harassment & Violence in the Workplace

Wage and Hour Laws

Fair Labor Standards

Lawful Termination

Working with FMLA

Progressive Discipline

Becoming an Employer of Choice able to attract and retain top talent

Learning Activities

Participants Interact With Subject Matter Specialists

Case Scenario Preparation

Case Scenario Simulation

Instructor Sara Johnson’s areas of expertise include the health care industry, organizational behavior and development, human resources, not-for-profit leadership, strategic planning and long term care. She is a Fellow of the American College of Healthcare Executives (FACHE) and recently served the College as the Indiana Regent. Additionally, Professor Johnson is a member of Executive Women in HealthCare, a member of the Society of Human Resource Management and the In-diana Healthcare Executives Network. Professor Johnson has taught courses in individual and organizational behavior, the U.S. health system, policy and ethics, human resources in health care and public organizations and contemporary health issues. She is the recipient of several awards from the American College of Healthcare Executives, including the local chapter’s 2011 Platinum Award for Outstanding Service to the field of Health Management. Additionally, Profes-sor Johnson received a “Favorite Professor” Award from IUPUI in 2011 and 2014. Professor Johnson is Director of Executive Education at the IU School of Public and Environmental Affairs. In addition to this administrative role, Professor Johnson is a Clinical Assistant Professor, teaching both Graduate and Executive Education courses. Sara holds a bachelor’s degree in health services management (BSHSM) as well as her master of health administration (MHA) degree from Indiana University, and has pursued doctoral studies at Trinity Seminary. She is the owner and president of Perspective, LLC, a company specializing in leadership development in health care and non-profit organizations.

14

Contemporary Health Care Topics: Tools of Engagement

The Tools of Engagement workshop is an informative and skill development process. In this workshop, participants will engage in understanding as well as sharing best practices for creating high levels of engagement within the workplace. Participants will leave with both an appreciation for the efforts and benefits of proactively implementing engagement processes.

Learner Objectives

To Increase Understanding of the Business Case for Engagement Efforts

To Learn How to Recognize and Understand Levels of Engagement

To Learn Practice Tools for Engaging Your Staff

Topics

Definition of Engagement

Engagement Business Case

Engagement Survey process

Levels of Empowerment

How to Identify the Behavior Traits

Quality Tools that Facilitate Engagement

Action Plan Strategies

Learning Activities

Principles and Paradigms

Group Learning Examples

Video Examples

Tool Practice Sessions

Instructor Brett A. Hodge, MSW, LCSW, is an adjunct faculty member of Executive Education at the IU School of Public and Environmental Affairs. He is the president and chief consultant for Organizational Effectiveness Consulting Inc., located in southern Indiana. Brett has more than twenty years of experience working in organizational development with many industries with an emphasis on professional coaching, team development, managing high performance teams, strategic planning, skill development and leadership development. Brett is a specialist in group dynamics and has devel-oped several programs around the group model.

15

Managing in a Changing Work Environment

Developing and implementing employee motivation strategies presents a significant challenge for the

hospital administrator. This is particularly the case in an era of changing workforce values and

expectations. The Managing in a Changing Work Environment course will evaluate alternative

motivation strategies and guidelines for adoption of these strategies.

Learner Objectives

To Understand Employee Motivation is a Process

To Recognize the Motivational Needs of the Employee

To Know How to Set Challenging Specific Goals

To Apply Fairness Practices in the Workplace

Topics

Why People Resist Change

How to Overcome Resistance

Why, When and How Money Matters

Group Rewards vs. Individual Rewards

How and When to Empower the Employee

How to Jar the Employee Out of Cruise Control

The Crucial Role of the Individual Development Plan

Learning Activities

Participants Complete Motivation Pattern Inventory

Participants Determine Initial Normal Reactions to Change Simulation

Participants Describe Positive Reinforcement Experiences

Participants Apply the “Seven Stages of Change Transition” Instructor Thomas A. DeCoster, Ph.D., has been the lead instructor for the IHA Management Institute for more than twenty years. Dr. DeCoster has served as a seminar instructor for Indiana managers from more than 45 health care organizations. His service to Indiana health care spans more than 35 years. His seminars have consistently been assessed as "outstanding" by participants. Health care managers have found his subject matter content to be particularly practical and adaptable to their workplace. Dr. DeCoster has conducted numerous seminars for IHA and affiliated organizations. Prior to his retirement from the Indiana University School of Public and Environmental Affairs, Dr. DeCoster was Director of the Executive Education Program for more than 25 years. He was a faculty member in the graduate program in health administration. Dr. DeCoster’s seminars focus on management styles, change leadership, applied employee motivation, team dynamics, personal productivity, star performance leadership and the challenges of managing contrasting workplace generations. He is an active keynote speaker, having made more than 50 speeches to major professional associations over the past three years. Internationally, Dr. DeCoster has conducted seminars in China, Venezuela, Nigeria, Mexico and the Dominican Republic.

16

Coaching: Building Employee Success

Coaching: Building Employee Success opens with a discussion of what coaching is, stressing that it

should be learned and used as a general management practice. After identifying their supervisory

style, the student will learn and practice coaching skills and techniques, as well as steps for planning

an effective coaching session.

Learner Objectives

Understand What Coaching is and Your Role in Coaching

Identify skills and techniques for effective coaching

Learn to Plan for Effective Coaching Sessions

Topics

Define Coaching

Define Your Role in Coaching

Skills and Techniques for Effective Coaching

Describe the Effective Coaching Session

Identify Specific Coaching Techniques

Learning Activities

Identify Coaching Functions and Outcomes

Use Assessment to Determine Your Supervisory Style

Practice Using Good Questioning Methods

Develop a Coaching Plan

Simulate a Coaching Scenario

Instructor Mary Anna Weber is President, Angotti Weber and Associates. She provides consulting services in the areas of strategy, learning, and leadership:

- Strategy - Helps organizations and companies develop strategic pathways that translate their business goals and ideas into operational reality.

- Learning - Provides corporate level learning in the following topics: talent development and management, leadership development, change thinking, and sustainability planning.

- Leadership - Facilitates Thought Leader Development, Team Development, and Individual Leadership Development programs. Coaches leaders to shift thinking, change actions, trans-form outcomes and accelerate success.

Mary Anna is adjunct faculty for IU SPEA Executive Education where she teaches classes in the area of Management and Leadership Development. She received her Bachelor of Science in Consumer Economics from West Virginia University and her Master of Science in Adult Education and Organi-zational Development from Ball State University. Her passion is mentoring and coaching leaders at all levels. Her leadership programs are her tribute to the wonderful clients she serves.

17

Meaningful Conflict Resolution The Meaningful Conflict Resolution course provides techniques and practice in managing interpersonal conflict. The course stresses the eight step approach to conflict resolution. Learner Objectives

To Understand the Essential Steps in Conflict Resolution Preparation, Discussion and Follow-Up

To Demonstrate Proficiency in the Three Stages of Conflict Resolution

To Demonstrate Competency in Establishing and Enforcing the Rules of Mutual Respect

To Demonstrate Competency in Getting the Whole Story on the Table

To Identify Alternate Resolution Management Behavior when the Dominant Behavior is not Productive Topics

Constructive versus Destructive Conflict

The Heart to Head to Conflict Resolution Process

When to Confront and When to Ignore Conflict

How to Get the Whole Story

The Eight Steps of Preparation, Discussion and Follow-Up

How and When to Use Positive Reinforcement

How to Make the Resolution Plan Happen Learning Activities

Assessment of My Dominant Management Behavior as Applied to Conflict Resolution

Simulation of the 8 Step Model to Health Care Based Scenarios

Debriefs of Conflict Resolution Simulations

Identification of Conflict Resolution Traps Instructor Thomas A. DeCoster, Ph.D., has been the lead instructor for the IHA Management Institute for more than twenty years. Dr. DeCoster has served as a seminar instructor for Indiana managers from more than 45 health care organizations. His service to Indiana health care spans more than 35 years. His seminars have consistently been assessed as "outstanding" by participants. Health care managers have found his subject matter content to be particularly practical and adaptable to their workplace. Dr. DeCoster has conducted numerous seminars for IHA and affiliated organizations. Prior to his retirement from the Indiana University School of Public and Environmental Affairs, Dr. DeCoster was Director of the Executive Education Program for more than 25 years. He was a faculty member in the graduate program in health administration. Dr. DeCoster’s seminars focus on management styles, change leadership, applied employee motivation, team dynamics, personal productivity, star performance leadership and the challenges of managing contrasting workplace generations. He is an active keynote speaker, having made more than 50 speeches to major professional associations over the past three years. Internationally, Dr. DeCoster has conducted seminars in China, Venezuela, Nigeria, Mexico and the Dominican Republic.

18

Dealing With Difficult People The Dealing With Difficult People course combines aspects of management style, conflict manage-ment, motivation and assertiveness to help the participant develop strategies for dealing with difficult people in the workplace.

Learner Objectives

To Understand and Apply the Typology of Difficult People

To Identify the Characteristics and Practices of Difficult People

To Understand Why Each Type is Difficult

To Apply Effective Practices to Deal With Difficult People

Topics

Identifying Your Communication and Behavior Style in Dealing With People

Typology of Difficult People: Hostile/Aggressive, Know-It-All Experts, Super Agreeable, Silent/Unresponsive and Indecisive, Complainer

Determining the Relationship Between Difficult People and Poor Performance

The Importance of Emotional Self Control When Dealing With Difficult People

Practical Techniques to Manage Each Type of Difficult Person

Learning Activities Application of the Typology of Difficult People Simulation of Difficult Behavior and the Management Thereof Debrief of Simulations

Instructor Thomas A. DeCoster, Ph.D., has been the lead instructor for the IHA Management Institute for more than twenty years. Dr. DeCoster has served as a seminar instructor for Indiana managers from more than 45 health care organizations. His service to Indiana health care spans more than 35 years. His seminars have consistently been assessed as "outstanding" by participants. Health care managers have found his subject matter content to be particularly practical and adaptable to their workplace. Dr. DeCoster has conducted numerous seminars for IHA and affiliated organizations. Prior to his retirement from the Indiana University School of Public and Environmental Affairs, Dr. DeCoster was Director of the Executive Education Program for more than 25 years. He was a faculty member in the grad-uate program in health administration. Dr. DeCoster’s seminars focus on management styles, change leadership, applied employee motivation, team dynamics, personal productivity, star performance leadership and the challenges of managing contrasting workplace generations. He is an active keynote speaker, having made more than 50 speeches to major professional associations over the past three years. Internationally, Dr. DeCoster has conducted seminars in China, Venezuela, Nigeria, Mexico and the Dominican Republic.

19

Becoming a “Star Performer” Qualification as a “Star Performer” is based on a single metric—the capacity to lead and manage in such a fashion that results related to the health care organization’s mission are maximized. More specifically, a “Star Performer” is one whose results metric places her/him in the top quartile of all managers in the organization. This course provides the framework for the journey to the “Star Performer” level. The course provides practical insights and practices in four categories - 1. Self Awareness, 2. Self Management, 3. Organizational Awareness and 4. Resources Management. Special consideration will be given to the effective leadership and management of multiple generations. Learner Objectives To Secure Accurate Self-Assessment of Managerial Performance To Learn Competencies Related to Self-Management To Understand the Contrasting Values of the Four Generations in the Healthcare Workplace Topics Accurate Self-Assessment: Foundation of Self-Development The Critical Self-Management Competencies of the Star Performer How to Be Empathetic in the Organizational Setting Facilitating the Release of Employee Energy From Pearl Harbor to Helicopter - The Contrasting Generational Values in the Workplace Learning Activities Participants Identify Self-Assessment Focused Feedback Opportunities Participants Demonstrate Recruitment Techniques for the Different Generations

Instructor Thomas A. DeCoster, Ph.D., has been the lead instructor for the IHA Management Institute for more than twenty years. Dr. DeCoster has served as a seminar instructor for Indiana managers from more than 45 health care organizations. His service to Indiana health care spans more than 35 years. His seminars have consistently been assessed as "outstanding" by participants. Health care managers have found his subject matter content to be particularly practical and adaptable to their workplace. Dr. DeCoster has conducted numerous seminars for IHA and affiliated organizations. Prior to his retirement from the Indiana University School of Public and Environmental Affairs, Dr. DeCoster was Director of the Executive Education Program for more than 25 years. He was a faculty member in the graduate program in health administration. Dr. DeCoster’s seminars focus on management styles, change leadership, applied employee motivation, team dynamics, personal productivity, star performance leadership and the challenges of managing contrasting workplace generations. He is an active keynote speaker, having made more than 50 speeches to major professional associations over the past three years. Internationally, Dr. DeCoster has conducted seminars in China, Venezuela, Nigeria, Mexico and the Dominican Republic.

20

IHA Management Institute Session 40

Registration Information

To Register

Register online at: https://www.regonline.com/IHA2017MI40

For additional registration information contact: Laura Gilbert Indiana Hospital Association

500 N. Meridian Street, Suite 250 Indianapolis, IN 46204 Telephone: 317-423-7793 Fax: 317-633-4875 Email: lgilbert@IHAconnect.org

Registration Deadline Space is limited, so please register no later than June 27, 2017. Program Cost The cost for the program is $2095 per person. Make checks payable to: Indiana Hospital Association

500 N. Meridian Street, Suite 250 Indianapolis, IN 46204

Advance payment is not required at the time of registration. However, payment must be received no later than August 1, 2017. Cancellation and Refund Policy If registration is cancelled on or before June 27, 2017, there will be a $25 cancella-tion fee. If registration is cancelled after June 27, 2017 and prior to the start of classes, there will be a cancellation fee of $525 of the Institute tuition. Cancella-tions after the start of class will be responsible for the full registration fee.