Strategic Management of Health Care Organizations

This fifth edition of the classic text, Strategic Management of Health Care Organizations, introduces strategic thinking, strategic planning, and strategic momentum to advanced undergraduate and graduate students as well as practitioners in the field of health care. It demonstrates how strategic managers can become strategic thinkers with the crucial skills to evaluate the changing environment, analyze data, question assumptions, and develop new ideas.

Swayne, Duncan, and Ginter present methods to develop and document a plan of action through strategic planning and illustrate how, as managers attempt to carry out the strategic plan, they evaluate its success, learn more about what works, and incorporate new strategic thinking into future planning, strategy formulation, and situational analysis. They demonstrate how strategic management “maps” can provide the direction needed for successful implementation.

In this new edition, all chapters have been revised and contain new or updated Introductory Incidents and Perspectives. Appendix A has been revised to match the new model of strategic thinking, planning, and managing the strategic momentum. Twenty real-life case studies, including nine new cases and three updated classics, present diverse strategic situations in an accessible manner that enhances the applicability of the concepts for students and professionals.

The text is supported by PowerPoint slides and an Instructors’ Manual. Visit www.blackwellpublishing.com/swayne for details.

Written for graduate and advanced undergraduate students as well as practitioners, this updated edition includes current strategies and a number of new case studies with an emphasis on accessibility. Chapters include an introductory incident, models, examples, exhibits, sidebars, questions for class discussions, references and additional readings and cover the nature of strategic management, service environment analysis, competitor analysis, internal environment analysis and competitive advantage, directional strategies and strategic alternatives, evaluation, value-adding service delivery strategies and support strategies, communicating the strategy and developing action plans.
Annotation ©2005 Book News, Inc., Portland, OR (booknews.com)

Written for graduate and advanced undergraduate students as well as practitioners, this updated edition includes current strategies and a number of new case studies with an emphasis on accessibility. Chapters include an introductory incident, models, examples, exhibits, sidebars, questions for class discussions, references and additional readings and cover the nature of strategic management, service environment analysis, competitor analysis, internal environment analysis and competitive advantage, directional strategies and strategic alternatives, evaluation, value-adding service delivery strategies and support strategies, communicating the strategy and developing action plans. Annotation ©2005 Book News, Inc., Portland, OR (booknews.com)

The 6th edition of this classic strategic management text provides up-to-date and concise coverage of all the essential strategic momentum. In this edition, the authors have comprehensively addressed issue assessment in the health care environment, service area competitor analysis, internal organizational analysis, development of directional strategies, strategy formulation, and strategy implementation.

Through the many new examples and perspectives integrated throughout the text along with numerous “strategic thinking maps” and analysis techniques, readers of this text will be able to develop comprehensive, well-documented, and innovative strategies for health care organizations. The focused format of this edition, combined with web support, make this an essential and accessible read.

Highlights of the sixth edition:

• This edition is rich in new examples from real-world health care organizations

• In response to the waning interest among senior executives in the pursuit of short-term value, the authors have concentrated on the fundamentals of strategy analysis and the underlying sources of long-term success

• Chapters are brought to life by the Introductory Incidents, Learning Objectives, Perspectives, Lessons for Health Care Managers, Managers Bookshelf, and questions for class discussion

• The teaching materials and web supplements have been greatly enhanced in this edition, with power-point slides and other handy tools to give professors a unique resource

The 6th edition of this established text is streamlined to a more manageable format, with the Appendices moved to the web-site and a significant shortening of the main text. There is a greater focus on the global analysis of industry and competition; and analysis of the internal environment. In consultation with feedback from their adopters, the authors have concentrated on the fundamentals of strategy analysis and the underlying sources of profit. This reflects waning interest among senior executives in the pursuit of short-term shareholder value.

As ever students are provided with the guidance they need to strategic planning, analysis of the health services environment (internal and external) and lessons on implementation; with additional discussionssion of organizational capability, deeper treatment of sustainability and corporate social responsibility and more coverageof the sources of organizational inertia and competency traps.

This edition is rich in new examples from real-world health care organizations. Chapters are brought to life by the 'Introductory Incidents', 'Learning Objectives', 'Perspectives', 'Strategy Capsules', useful chapter summaries; and questions for class discussion. All cases and examples have been updated or replaced. In this edition the teaching materials and web supplements have been greatly enhanced, with power-point slides, to give lecturers a unique resource.

Linda E. Swayne is Professor and Chair, Department of Marketing in the Belk College of Business Administration and Co-Director of the Physicians’ Management Institute at the University of North Carolina at Charlotte. She was Executive Director of the Carolinas’ Task Force on Health Care Policy, 1991–1993.

W. Jack Duncan is Professor and University Scholar in Management in the Graduate School of Management, and Professor of Health Care Organization and Policy and a Senior Scholar in the Lister Hill Center for Health Policy in the School of Public Health at the University of Alabama at Birmingham.

Peter M. Ginter is Professor of Management in the Graduate School of Management and Professor of Health Care Organization, and Policy and a Senior Scholar in the Lister Hill Center for Health Policy in the School of Public Health at the University of Alabama at Birmingham.

Preface.

Part 1 Strategic Management.

Chapter 1 The Nature of Strategic Management.

Chapter 2 Understanding and Analyzing the General Environment and the Health Care Environment.

Chapter 3 Service Area Competitor Analysis.

Chapter 4 Internal Environmental Analysis and Competitive Advantage.

Chapter 5 Directional Strategies.

Chapter 6 Developing Strategic Alternatives.

Chapter 7 Evaluation of Alternatives and Strategic Choice.

Chapter 8 Value Adding Service Delivery Strategies.

Chapter 9 Value Adding Support Strategies.

Chapter 10 Communicating the Strategy and Developing Action Plans.

Part 2 Appendices.

Appendix A Analyzing Strategic Health Care Cases.

Appendix B Oral Presentations for Health Care Professionals.

Part 3 Cases in the Health Care Sector.

Case 1 The U.S. Health Care System.

Case 2 Methodist Healthcare: Managing for the Future.

Case 3 Community Blood Center of the Carolinas.

Case 4 ASPIRE2 in Arkansas.

Case 5 MMG: Can This Relationship be Saved? The Midwestern Medical Group Integration Journey.

Case 6 Vietnam International Hospital: What Now?.

Case 7 Indian Health Service: Creating a Climate for Change.

Case 8 Dr. Louis Mickael: The Physician as Strategic Manager.

Case 9 The New Office of Women’s Health: Building Consensus to Establish a Strong Foundation.

Case 10 The Rosemont Behavioral Health Center.

Case 11 Riverview Regional Medical Center: An HMA Facility.

Case 12 AIDSCAP Nepal.

Case 13 Emanuel Medical Center: Crisis in the Health Care Industry.

Case 14 Cooper Green Hospital and the Community Care Plan.

Case 15 U.S. HealthSolutions.

Case 16 C. W. Williams Health Center: A Community Asset.

Case 17 RMC’s Institutional Ethics Committee: Work To Do.

Case 18 The Premier Health Care Alliance Emerges.

Case 19 The Case for Open Heart Surgery at Cabarrus Memorial Hospital.

Case 20 Sunshine County Health Department: Strategy Implementation.

Index