Synopses & Reviews
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.
Review
"I have been using this book as a required text since the very first edition. It provides a framework which integrates some of the most important concepts in modern management with cases from the health services field. I highly recommend the book and compliment the authors for their important contributions to our field."
Dr Barry R Greene, University of Iowa "For years, this book has been the definitive text on strategic management in healthcare. This fourth edition will assure faculty offer current thinking in strategy formulation and implementation." Dr Janet E Porter, University of North Carolina at Chapel Hill
"The new 4th edition is substantively the authors' best effort to date. Each chapter has been updated and improved, innovative materials enhance the analysis and implementation content, and the cases offer a broadly representative spectrum of strategically challenging siturations. Most significantly, the new edition refocuses the primary orientation of the text to that of strategic thinking (not just the technology of doing) and of strategic management as leadership. both essential oreientations that are missing from any works on strategic management. This transformation strengthens the integration and cohesion of the text's content in a way that Ithink students of strategy will find helpful and compelling." Dr Barbara Arrington, St Louis University
Synopsis
The revised and updated fifth edition of this classic text introduces strategic thinking and planning strategies to advanced undergraduate and graduate students as well as practitioners in the field of health care.
Demonstrates how strategic managers may become strategic thinkers Shows how to develop and document a plan of action through strategic planning Teaches managers to evaluate strategic plans, learn more about what works, and incorporate new strategic thinking into future planning, strategy formulation, or situation analysis. Provides strategic momentum “maps” and other tools for evaluating the changing environment, analyzing data, and developing new strategic directions Consists of ten revised chapters that contain new or updated Introductory Incidentsand PerspectivesAppendix Ahas been revised to match new strategic thinking and implement the strategic momentum model Contains 8 new cases plus 4 completely updated classics. A designated textsite featuring an Instructor's Manual, downloadable exhibits from the text, and sample chapters is also available at www.blackwellpublishing.com/swayne.
Synopsis
This classic text for health care students as well as health care managers and leaders is now available in its fourth edition, providing further guidance and focus on strategic thinking, strategy formulation, implementation, and control. The fourth edition reflects the importance of leadership in contemporary health care organizations. In addition, the authors have further developed their "map and compass" theme to foster strategic thinking.
New to the fourth edition:
- each chapter has been fully updated and revised
- situational analysis and implementation are explicitly tied together through the value chain framework
- it includes 22 case studies, of which 10 are brand-new.
The text also retains the important features that have made previous editions of the book such a success. Each chapter contains:
- a generous number of examples and exhibits
- summaries and conclusions
- key terms and concepts
- questions for class discussion
- additional readings
- appendices that assist readers by presenting ways to analyze health care cases and make oral presentations.
The text is supported by PowerPoint Slides and a Teacher's Manual. Visit www.blackwellpublishing.com/ginter for details.
Synopsis
A comprehensive, concise text on strategic management as it applied to a variety of health care organizations: physicians offices, hospitals, long-term care, health departments and others. The central theme of the text is that business-oriented strategic management can improve the success of health care organizations.
New to the fourth edition:
- each chapter has been fully updated and revised
- situational analysis and implementation are explicitly tied together through the value chain framework
- it includes 22 case studies, of which 10 are brand-new.
The text also retains the important features that have made previous editions of the book such a success. Each chapter contains:
- a generous number of examples and exhibits
- summaries and conclusions
- key terms and concepts
- questions for class discussion
- additional readings
- appendices that assist readers by presenting ways to analyze health care cases and make oral presentations.
The text is supported by PowerPoint Slides and a Teacher's Manual. Visit www.blackwellpublishing.com/ginter for details.
About the Author
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 Centre for Health Policy in the School of Public Health at the University of Alabama at Birmingham.
Linda E. Swayne is Professor 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 the 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 Centre for Health Policy in the School of Public Health at the University of Alabama at Birmingham.
Table of Contents
Preface.
Part I: Initiating the Strategic Management Process.
1: The Nature of Strategic Management.
2: Understanding and Analyzing the External Environment.
3: Service Area Competitor Analysis.
4: Internal Environmental Analysis and Competitive Advantage.
5: Directional Strategies.
Part II: Strategy Formulation.
6: Developing Strategic Alternatives.
7: Evaluation of Alternatives and Strategic Choice.
Part III: Strategic Implementation.
8: Implementing Strategy through Value Adding Service Delivery Strategies.
9: Implementing Strategy through Value Adding Support Strategies.
10: Implementing Strategy through though Unit Action Plans.
Part IV: Controlling and Creating the Strategy.
11: Control of the Strategy.
12: Inventing the Future through Strategic Thinking: An Example.
Part V: Appendices.
Appendix A: Analyzing Strategic Health Care Cases.
Appendix B: Oral Presentations for Health Care Professionals.
Part VI: Cases in the Health Care Sector.
Case 1: The US Health Care System: Stuart A. Capper.
Case 2: AIDSCAP Nepal: Ven Sriram and Franklyn Manu.
Case 3: The Indiana State Department of Health: Managing Strategically: Peter M. Ginter, Linda E. Swayne, and W. Jack Duncan.
Case 4: Cooper Green Hospital and the Community Care Plan: Alice Adams, Peter M. Ginter, and Linda E. Swayne.
Case 5: The University of Texas Health Center at Tyler: Mark J. Kroll and Godwin Osuagwu.
Case 6: Calumet Community Hospital: V. Aline Arnold.
Case 7:The Indian Health Service: Creating a Climate for Change: Robert Tosatto, Terrie Reeves, W. Jack Duncan, and Peter M. Ginter.
Case 8: Midwest: A Managed Health Care System Incorporates a Medical Practice: J. Stuart Bunderson, Shawn M. Lofstrom, and Andrew H. Van de Ven.
Case 9: Helicopter Emergency Medical Services at the Medical College of Georgia Hospital and Clinics: Harry R. Kuniansky and Phil Rutsohn.
Case 10: The Rosemont Behavioral HealthCenter: Phil Rutsohn and Bob Forget.
Case 11: HMA and Its Riverview Regional Medical Center Facility: Beth Woodard, Donna J. Slovensky, and Woodrow D. Richardson.
Case 12: Dr. Louis Mickael: The Physician as Strategic Manager: C. Louise Sellaro.
Case 13: Life Images: 3-D Ultrasound: Martin B. Gerowitz.
Case 14: The Veterans Administration Medical Care System: Sharon Topping and Peter M. Ginter.
Case 15: Wills Eye Hospital: A Specialty Hospital Survivor: Elizabeth Davis, Steven J. Porth, and Linda E. Swayne.
Case 16: C. W. Williams Health Center: A Community Asset: Linda E. Swayne and Peter M. Ginter.
Case 17: The Visiting Nurses Association of the Greater Ledgerton Area: Working through the Tightening Web of Health Care Regulation: C. Louise Sellaro and Karen Lazarus.
Case 18: The Premier Health Care Alliance Emerges: Linda E. Swayne and Peter M. Ginter.
Case 19: MMG: The Integration Journey: Shawn M. Lofstrom, Rhonda Engleman, Russel Rogers, Frank Schultz, and Andrew H. Van de Ven.
Case 20: Sisters of Charity of the Incarnate Word Health Care System: Health Care Mission Plan: Martin B. Gerowitz.
Case 21:Building for the Future of Public Health in Alabama: Rueben E. Davidson, III, Stuart A. Capper, and Mahmud Hassan.
Case 22: US Health Solutions: Linda E. Swayne.
Index.