Synopses & Reviews
Written by nationally known experts in the field, this text brings a systematic understanding of organizational principles, practices, and insight to the management of health services organizations. While based on state-of-the-art organizational theory and research, the emphasis is on application through Features such as "In the Real World" and "Debate Times" which present actual situations and challenge the reader to provide a solution or a philosophical position. The clinical enterprise model is introduced in this new edition, and is fully developed in chapter 2.
Synopsis
A broadly-based textbook for graduate students in health services administration, management, and policy programs, as well as undergraduates and professionals in health services management. Covers the study of health care organizations; building blocks of managerial activity; internal organizational issues; performance issues related to organization design; and strategic issues. Updates from the 1994 edition primarily relate to environmental and technological changes that have occurred in recent years.
Synopsis
Applying state-of-the-art application of management and organizational thinking and research to health care organizations, this book targets those in health professions and health services management. This invaluable resource is grounded in contemporary research and thinking, and offers broad coverage from hospitals to biotech companies. Updated material has been added throughout to reflect the latest changes in healthcare management. This new edition includes nationally prominent authors and co-authors.
About the Author
Stephen M. Shortell, Ph.D. is an A. C. Buehler Distinguished Professor of Health Services Management. He is Professor of Organization Behavior at J.L. Kellogg Graduate School of Management and Professor of Sociology. Stephen Shortell is also a member of the Institute of Health Services Research and Policy Studies at Northwestern University Evanston, Illinois. Arnold K. Kaluzney, Ph.D. is a Professor in the Department of Health Policy and Administration in the School of Public Health. He is a Senior Research Fellow, Cecil G. Sheps Center for Health Services Research at the University of North Carolina Chapel Hill, North Carolina.
Table of Contents
'Chapter 1: Organization Theory and Health Services Management Chapter 2 The Managerial Role Chapter 3: Motivating People Chapter 4: Leadership: A Framework for Thinking and Acting Dennis Pointer Chapter 5: Conflict Management and Negotiation Part Three: Operating the Technical System Chapter 6: Groups and Teams Chapter 7 Work Design Chapter 8: Coordination and Communication Chapter 9:Power and Politics Part Four: Renewing the Organization Chapter 10: Organization Design Chapter 11:Managing Strategic Alliances Chapter 2:Organizational Innovation, Change and Learning Chapter 13:Organziational Performance: Managing for Efficiency and Effectiveness Part Five: Charting the Future Chapter 14: Strategy Making and Thinking Chapter 15:Creating and Managing the Future\n
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