Collaborative Management in Health Care

Shows how health care administrators and clinical leaders can improve organizational effectiveness and responsiveness by fostering collaboration among different disciplines within their institutions. Provides six original case studies that show how integrative approaches can be applied in practice. Offers useful guidelines for choosing people to serve in key integrative positions, supporting the new structure through reward and information systems, and carrying out the change process.

Dr. Charns is Professor of Health Policy and Management and director emeritus of the VA Center for Healthcare Organization and Implementation Research, a VA Health Services Research and Development center of innovation.

Part One: Effective Organization Design and Change

1. The Challenges of Improving Organization Effectiveness

2. The Continuum of Organization Structures

3. Leadership Skills for Integrative Managers

4. Reward Systems That Support Integrative Management and Change

5. Matching Integrative Structures and Information Systems

6. Implementing (and Surviving) the Change Process

7. Product Line Management: A Special Case of Integration

Part Two: From the Field: Lessons in Design and Implementation

8. Are Two Hats Better Than One? Biscayne Hospital

9. Involving Physicians and Trustees: Philadelphia Hospital Medical Center

10. Multiple Approaches to Integration: Hilltop Health Services

11. Managing Key Factors in a Triad Structure: Bayview Medical Center

12. Strengths and Disadvantages of a Service Line Structure: Hanna-Thorndike Hospital

13. Implementing an Integrative Structure: Waller Memorial Hospital

14. Using Organization Design to Facilitate Innovation

What is included with this book?

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Collaborative Management in Health Care Implementing the Integrative Organization

Summary

Author Biography

Table of Contents

Supplemental Materials