Handbook of Health Care Management

, by Duncan, W. Jack

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ISBN: 9781557868336 | 1557868336
Cover: Hardcover
Copyright: 12/8/1997

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Summary

Author Biography

Supplemental Materials

The Handbook for Health Care Management is about management and the manager's real and potential contribution to a more effective and efficient health care system.

Preface

(4)

About the Authors

xix

Introduction

(16)

Managing Relationships

(5)

Effective Stakeholder Management

(1)

Managing Customer Relations

(1)

Strategic Hospital Alliances

(1)

Strategic Management

(1)

Tools of Health Care Management

(4)

Health Care Finance

(1)

Health Economics

(1)

Health Information Systems

(1)

Health Care Marketing

(1)

Quality Management and Improvement

(1)

Organizational Processes in Health Care Management

(6)

Building Effective Health Care Teams

(1)

Strategic Leadership

(1)

Organizational Change and Innovation

(1)

Designing Effective Health Care Organizations for the Future

(1)

Motivation

(3)

PART I MANAGING RELATIONSHIPS IN HEALTH CARE

(136)

Chapter 1. Effective Stakeholder Management: Challenges, Opportunities and Strategies

(36)

Identifying Organizational Stakeholders

(1)

Diagnosing Key Stakeholders in Terms of Potential for Threat and Potential for Cooperation

(6)

Diagnosing the Stakeholder's Potential for Threat

(1)

Diagnosing the Stakeholder's Potential for Cooperation

(4)

Factors Affecting the Potentials for Threat and Cooperation

(1)

Classifying Different Types of Stakeholders

(5)

Type 1: The Mixed-Blessing Stakeholder

(1)

Type 2: The Supportive Stakeholder

(1)

Type 3: The Nonsupportive Stakeholder

(1)

Type 4: The Marginal Stakeholder

(1)

Issue-Specific Stakeholder Diagnosis

(2)

Formulating and Implementing Generic Strategies for Stakeholder Management

(7)

Strategy 1: Collaborate with the Mixed-Blessing Stakeholder

(1)

Strategy 2: Involve the Supportive Stakeholder

(2)

Strategy 3: Defend Against the Nonsupportive Stakeholder

(1)

Strategy 4: Monitor the Marginal Stakeholder

(2)

An Overarching Stakeholder Management Strategy

(1)

Identifying Managerial Responsibility for Different Stakeholders

(2)

Discussion

(2)

References

(2)

Appendix A. Strategic Stakeholder Management Research and Practice Applications by Us and Our Colleagues

(4)

Overview of Strategic Stakeholder Management Theory and Practice

(1)

Hospitals

(1)

Managed Care Organizations

(1)

Medical Groups

(1)

Physician Leaders

(1)

Organizations Outside the Health Care Industry

(2)

Appendix B. The Facing the Uncertain Future Study

(2)

Chapter 2. Managing Customer Relations

(26)

Introduction

(2)

Customer Relations within the Context of Health Services

(2)

Relationship Marketing and How It Works in Health Services

(5)

Developing Effective Customer Relations Programs

(11)

Foster Service Leadership

(2)

Employ Target Marketing Techniques

(4)

Embrace Technology/Database Marketing

(1)

Develop Relationship Marketing and Customer Relations Program Objectives

(1)

Develop Relationship Marketing Service Strategies

(2)

Implement the Relationship Marketing Service Strategies

(1)

Measure and Control for Results

(1)

Future Developments in Customer Relations

(1)

Conclusion

(1)

References

(4)

Chapter 3. Strategic Hospital Alliances: Countervailing Responses to Restructuring Health Care Markets

(36)

Overview of Strategic Hospital Alliances

(5)

Background on SHAs

(3)

Typology of SHAs

(4)

Expanded Typology

(10)

Strategic Interdependency

(4)

Tightness of Coupling

(4)

SHA Distributions

100

(4)

Implications for Alliances

104

(8)

With Which Hospitals or SHA Should a Hospital Affiliate?

105

(3)

How Tightly Coupled Should the SHA Be?

108

(4)

Summary and Conclusions

112

(2)

References

114

(3)

Chapter 4. Strategic Management

117

(36)

The Nature of Strategic Management

117

(2)

The Benefits of Strategic Management

118

(1)

The Foundations of Strategic Management

118

(1)

Strategic Thinking

119

(1)

What Is Strategic Management?

119

(2)

Strategy and Strategic Planning

120

(1)

Strategic Management

121

(1)

The Characteristics of Strategic Decisions

121

(2)

The Attributes of Strategic Decisions

122

(1)

Types of Strategic Decisions

122

(1)

The Responsibility for Strategic Decisions

123

(1)

A Model of the Strategic Management Process

123

(3)

The Organizational Setting

125

(1)

Situational Analysis

126

(9)

External Environmental Analysis

126

(2)

Internal Environmental Analysis

128

(3)

Mission, Vision, Values, and Objectives

131

(3)

Strategy Formulation

134

(12)

Directional Strategies

134

(1)

Adaptive, Market Entry, and Positioning Alternatives

134

(1)

Evaluation of the Strategic Alternatives

135

(1)

Evaluation of the Adaptive Strategies

136

(1)

Evaluation of the Market Entry Strategies

137

(4)

Evaluation of the Positioning Strategies

141

(5)

Strategic Implementation

146

(1)

Strategic Control

146

(2)

Establish Performance Standards

146

(1)

Measure Organizational Performance and Compare

146

(2)

Determine the Reasons for Deviations

148

(1)

Take Corrective Action

148

(1)

Impact of the Organization

148

(1)

Other Dimensions of Strategic Management

149

(1)

Lessons for Health Care Managers

150

(1)

Notes

150

(3)

PART II TOOLS OF HEALTH CARE MANAGEMENT

153

(158)

Chapter 5. Financial Accounting and Management in Health Service Organizations

155

(42)

Purpose

155

(1)

The Financial Environment

155

(1)

Changes in Financial Statements: An Overview

156

(4)

Financial Performance

160

(3)

Financial Management and Fiscal Performance: An Overview

163

(1)

Managing Working Capital

164

(16)

The Management of Accounts Receivable

164

(3)

The Management of Cash

167

(4)

The Management of Marketable Securities

171

(5)

The Management of Inventory

176

(4)

Planning and Controlling

180

(10)

The Capital Budget

180

(4)

Planning and Controlling Operations

184

(6)

Summary

190

(1)

Selected Bibliography (Grouped by Topic)

191

(6)

Financial Accounting and Reporting

191

(1)

Working Capital

191

(1)

Capital

192

(1)

The Operating Budget

193

(1)

Management and Cost Accounting

194

(3)

Chapter 6. Health Economics

197

(30)

Introduction

197

(1)

Health Insurance

198

(9)

Hospitals

207

(5)

Medical Labor

212

(5)

Physicians

212

(4)

Nurses

216

(1)

Society's Involvement in Health Care Markets and Regulation

217

(5)

Summary

222

(1)

References

222

(2)

Glossary of Economic Terms

224

(3)

Chapter 7. Health Information Systems

227

(28)

Historical Evolution

228

(4)

The Computer-Based Patient Record (CPR)

230

(2)

Applications of Information Technology to Patient Care and Management of Health Services

232

(7)

Clinical Information Systems

233

(4)

Administrative Information Systems

237

(2)

Strategic Decision Support Systems

239

(4)

Managed Care Information Systems

239

(2)

Community Health Information Networks

241

(2)

Planning, Design, Implementation, and Operation of Health Information Systems

243

(5)

Guidelines For Managing Information Systems in Health Care Organizations

248

(2)

Future Trends

250

(1)

References

250

(5)

Chapter 8. Health Care Marketing

255

(30)

A History of Health Care Marketing

256

(4)

The Evolution of Competition in the Health Care Industry

256

(1)

Rise in Interest in Hospital Marketing

257

(3)

Does Marketing Make a Difference to Health Care System Success?

260

(3)

Marketing Orientation

260

(2)

Marketing Orientation in Health Care Organizations

262

(1)

The Present and Future Role of Marketing In Health Care Systems

263

(11)

Promotion of a Marketing Orientation

266

(3)

Identification of a Competitive Advantage

269

(4)

The Future of Health Care Marketing

273

(1)

Bibliography

274

(1)

References

275

(10)

Chapter 9. Quality Management and Improvement

285

(26)

What Is Quality?

285

(4)

The Structure-Process-Outcome Paradigm

286

(1)

Quality Management and Improvement Theory

286

(1)

Quality Defined

287

(2)

Management and Continual Improvement Of Quality

289

(16)

History

289

(2)

Knowledge for Improvement

291

(4)

Strategic Leverage

295

(5)

Methods and Tools

300

(3)

Daily Work Life

303

(2)

What Is the Evidence?

305

(2)

References

307

(4)

PART III ORGANIZATIONAL PROCESSES IN HEALTH CARE MANAGEMENT

311

(160)

Chapter 10. Building Effective Health Care Teams

313

(26)

Building Effective Health Care Teams

313

(1)

Teams-A Definition

314

(2)

Old versus New Paradigm for Considering Teams

316

(2)

Challenging Conventional Assumptions about Teams

318

(8)

Making Teams More Effective

326

(7)

Teams as Participation Mechanisms

327

(1)

Development of the Team as a Group

328

(1)

Development of the Team as Collective Mind

329

(1)

Using Teams for Group Decision Making

330

(3)

Thinking About Teams for the Future

333

(1)

Teams When There Is No Face-to-Face

333

(1)

Virtual Teams

333

(1)

Electronic Teams

334

(1)

Philosophically Diverse Teams

334

(1)

Conclusion

334

(1)

References

335

(4)

Chapter 11. Strategic Leadership: A View from Quantum and Chaos Theories

339

(30)

Leading in Uncertain Times

339

(1)

The Leadership Problem in Health Care

340

(1)

Traditional Paradigms for Management

341

(2)

Emerging Paradigms for Management

343

(4)

Quantum Theory

343

(2)

Chaos Theory

345

(2)

Leadership Tasks

347

(14)

Sensemaking

347

(3)

Learning

350

(2)

Designing

352

(5)

Leading in Uncertain Times

357

(4)

Conclusion

361

(1)

References

362

(7)

Chapter 12. Organizational Change and Innovation

369

(30)

Introduction

369

(2)

Definitions of Organizational Change and Innovation

371

(2)

The Process of Managing Organizational Change

373

(21)

Stage 1: Identifying the Need for and Nature of Necessary Organizational Changes

374

(3)

Stage 2: Planning for Implementing Organizational Changes

377

(14)

Stage 3: Implementing Organizational Changes

391

(3)

Stage 4: Evaluating Organizational Changes

394

(1)

Conclusions and Future Directions

394

(2)

References

396

(3)

Chapter 13. Designing Effective Health Care Organizations for the Future

399

(32)

Mission

400

(2)

Types of Local Primary Care Systems

402

(4)

COPC

406

(2)

Performance of Primary Care Organizations

408

(1)

Community Governance

408

(4)

Population-Based Planning

412

(7)

Information Systems and Monitoring Performance

419

(4)

Principles for Successful System Development

423

(1)

Integration with Regional Systems

424

(2)

Conclusion

426

(1)

Acknowledgment

427

(1)

References

427

(4)

Chapter 14. Motivating Effective Performance

431

(40)

Motivation and Health Care Management

432

(1)

Work, Motivation, and Society

433

(5)

From Taylor to Hawthorne: Changing Attitudes toward Motivation

434

(2)

Hawthorne and a New Humanistic View of Motivation

436

(2)

Motivational Processes

438

(1)

Content and Process Theories of Motivation

439

(26)

Content Theories of Motivation

441

(12)

Process Theories of Motivation

453

(7)

Motivating Effective Professional Performance

460

(5)

Conclusion

465

(1)

References

466

(5)

Index

471

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Handbook of Health Care Management

Summary

Author Biography

Table of Contents

Supplemental Materials