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Summary
Summary
Foundations of Health Care Management
Leaders and managers throughout the health care system are facing ever more challenging changes in the way care is delivered, paid for, and evaluated. Foundations of Health Care Management: Principles and Methods offers an innovative, concise, reader-friendly introduction to health care management and administration. It addresses the need for new skills in managers of health care facilities and for those planning to enter health care management positions. The book covers such critical topics as leadership training, change management, conflict management techniques, culture building, quality improvement, and communications skills, as well as collaboration in the improvement of population health.
Foundations of Health Care Management also concentrates on innovations and describes steps in the transition to more decentralized and creative approaches to the management of health care facilities. The book covers physician management from the physician's viewpoint, a valuable perspective for health care managers.
The book serves important dual purposes for faculty and students by providing both insights into the health care field as well as foundational content on essential management and leadership competencies. A full set of support materials is available for instructors at the book's companion Web site.
Author Notes
Bernard J. Healey, P h D, is the director of the graduate program in health care administration at Kings College, Wilkes-Barre, Pennsylvania. Formerly, he was epidemiology manager in the Pennsylvania Department of Health and a consultant to Blue Cross of North- eastern Pennsylvania.
Marc C. Marchese, P h D, is professor of human resources management in the William G. McGowan School of Business at Kings College. Formerly, he was an instructor in the department of psychology at the University at Buffalo, The State University of New York.
Table of Contents
Tables and Figures | p. xi |
Introduction | p. xvii |
The Authors | p. xxi |
The Contributors | p. xxiii |
Part 1 Introduction to Health Care Management | |
Chapter 1 Critical Issues for the Future of Health Care in the United States | p. 3 |
Health Care Reform Legislation | p. 11 |
Errors in Health Care | p. 12 |
Changing the Health Care System | p. 13 |
Emphasis on Effi ciency in Health Care Delivery | p. 19 |
Building a New Process for Health Care Delivery | p. 21 |
Productivity and Prioritization in Health Care | p. 28 |
Chapter 2 Health Care Management | p. 33 |
Management Theory | p. 35 |
Management Innovation | p. 44 |
Managerial Skills | p. 46 |
Management Functions | p. 47 |
Self-Managed Work Teams | p. 50 |
Health Services Management | p. 53 |
Management of Technology | p. 58 |
Part 2 Managing the External Environment | |
Chapter 3 Strategy and Structure: Choosing the Path to Success | p. 67 |
Strategic Management and Structure | p. 68 |
The Strategic Management Process | p. 72 |
Organizational Design and Structure | p. 86 |
Physician Organizations: A Closer Look | p. 98 |
Technology and Structure | p. 100 |
Part 3 Managing Human Performance in Organizations | |
Chapter 4 Leadership as Plural | p. 105 |
Leadership Basics | p. 108 |
Leadership Theory | p. 112 |
Employee Participation | p. 119 |
Creating a Vision of Health Care Delivery | p. 120 |
Empowerment and Responsibility | p. 122 |
Improving Health Outcomes | p. 123 |
Leadership and Culture | p. 125 |
Adding Value in Health Care Delivery | p. 131 |
Chapter 5 Change, Motivation, and Innovation: Creating a Culture of Excellence | p. 135 |
The Change Process in Health Care Delivery | p. 138 |
The Secret of Motivating Health Care Employees | p. 142 |
The Need for Innovation in Health Care | p. 148 |
The Effects of Culture Development on Motivation, Innovation, and the Facilitation of Change | p. 154 |
Chapter 6 Communication: Can You Hear Me Now? | p. 161 |
Communication Methods and Skills | p. 165 |
How to Build Trust in Relationships | p. 172 |
Communicating to Build a Thick Culture | p. 176 |
Communicating to Motivate | p. 178 |
Communication Problems and Medical Errors | p. 182 |
Communicating to Innovate | p. 185 |
Communicating to Add Value to Health Care Delivery | p. 186 |
Chapter 7 Physician Management | p. 191 |
Changing Environment for Physicians | p. 195 |
Physician Management Concerns | p. 201 |
Physician Reimbursement Issues | p. 207 |
Patient Quality of Care Concerns | p. 212 |
Physician Concerns | p. 215 |
Professional Ethical Concerns | p. 225 |
Political and Legal Affi liations and Concerns | p. 228 |
Physician Management Models | p. 231 |
Physicians as Managers | p. 234 |
Part 4 Creating a High-Performance Workplace | |
Chapter 8 Human Resources Management and Health Care | p. 245 |
The Role of Human Resources Professionals in Organizations | p. 247 |
Rights of Employees and Employers | p. 250 |
Critical Employee Attitudes Toward Work | p. 257 |
Unions and the Health Care Industry | p. 263 |
Evaluating the Management of Human Resources | p. 269 |
Chapter 9 Staffi ng Health Care Organizations: Recruitment and Selection | p. 281 |
Beginning the Staffi ng Process | p. 282 |
Recruitment | p. 289 |
Selection | p. 302 |
Chapter 10 Employee Performance Improvement: The Pursuit of Quality Care | p. 317 |
Employee Orientation and Mentoring | p. 318 |
Employee Training | p. 321 |
Performance Appraisal | p. 334 |
Part 5 Special Areas of Health Care Management | |
Chapter 11 Health Care Marketing: Speaking the Language | p. 351 |
The Marketing Process | p. 352 |
Key Marketing Concepts | p. 355 |
The Health Care Consumer | p. 372 |
Marketing Strategy | p. 374 |
Using Marketing Research in Health Care Delivery | p. 378 |
Emerging Trends in Health Care Marketing | p. 384 |
Chapter 12 Financial Management: Show Me the Money | p. 389 |
Our Health Care System: What We Fund | p. 391 |
The Cost of Health Care, and Historical and Projected National Spending | p. 394 |
Government Health Care Intervention Efforts and the History of Health Insurance | p. 402 |
Characteristics of Health Care Finance | p. 406 |
Financial Challenges Confronting Providers, Third-Party Payers, and Patients | p. 409 |
Cost-Effectiveness and Reform | p. 412 |
Chapter 13 Ethics, the Law, and Doing Good | p. 423 |
Ethics in the World of Health Care | p. 425 |
Autonomy | p. 427 |
Nonmalefi cence and Benefi cence | p. 430 |
Justice | p. 433 |
Morality | p. 435 |
Codes of Ethics | p. 439 |
Ethics Committees | p. 441 |
Discrimination Issues in Health Care | p. 443 |
Technology and Ethics | p. 447 |
Chapter 14 A Look into the Future of Health Services | p. 455 |
Economic Issues in Health Care | p. 458 |
Reengineering Health Care Delivery | p. 459 |
The Role of Leadership in Reengineering Health Care | p. 467 |
The Importance of Organizational Culture in Reengineering Health Care | p. 470 |
Consumer Empowerment | p. 472 |
Innovation in Health Care Delivery | p. 475 |
The Importance of Trust, Brand, and Reputation | p. 478 |
Other Signifi cant Forces Facing the Health Care Manager | p. 480 |
References | p. 485 |
Index | p. 521 |