Health Services Management: A Case Study Approach, Twelfth Edition

Health Services Management: A Case Study Approach provides an overview of management and organizational behavior theory by inviting readers to analyze and respond to common managerial predicaments. The book includes a mix of vignette-style and data-driven cases, each of which enables readers to hone their management skills by navigating challenges that, just as in real life, do not have a single “right” answer.

 

This 12th edition contains 54 cases, 18 of which are new and address timely issues such as the following:

 

Managing virtual team members Confronting racism and disparities in care Launching diversity, equity, and inclusion initiatives Adapting to crises such as the COVID-19 pandemic Sustaining a population health improvement program Addressing employee burnout and turnover

 

This updated edition arranges its cases into five parts: one section focusing on the fundamentals of becoming a healthcare manager and four sections highlighting values and culture, organizational focus, performance evaluation, and authority and responsibility. Each part begins with a discussion of the management theories and principles that are presented in the ensuing cases.

Ann Scheck McAlearney, ScD, MS, is associate dean for health services research; distinguished professor of family and community medicine; and executive director of the Center for the Advancement of Team Science, Analytics, and Systems Thinking in Health Services and Implementation Science Research in the College of Medicine (COM) at The Ohio State University (OSU). She also holds appointments in the College of Public Health in the division of health services management and policy and in the departments of Biomedical Informatics and Pediatrics in the COM at OSU. Anthony R. Kovner, PhD, is an emeritus professor of public and health management at the Robert F. Wagner Graduate School of Public Service at New York University. He is an expert in management case writing and in the governance of healthcare organizations. An organizational theorist by training, Dr. Kovner’ s research interests are in evidence-based management in healthcare organizations and nonprofit governance. He has been a senior manager in two hospitals, a nursing home, a group practice, and a neighborhood health center.

Case 1 - The First Day Case 2 - Now What? Case 3 - What Then? Case 4 - Facing Reality in a New Job Case 5 - Confronting Racism at Franklinville Regional Medical Center Case 6 - Disparities in Care at Southern Regional Health System Case 7 - Scratching the Surface: Increasing Diversity and Inclusion at Midwest General Case 8 - What's in a Name? Case 9 - Doing the Right Thing When the Financials Do Not Support Palliative Care Case 10 - Managed Care Cautionary Tale: A Case Study in Risk Adjustment and Patient Dumping Case 11 - Herding CATS: Virtual Work and Its Impact on Culture Case 12 - Reflections on a Conference on the Future of Health Case 13 - Patients and Data Privacy Case 14 - Saving Primary Care in Vancouver Case 15 - Challenges for Mammoth Health System: Becoming the Best Around Case 16 - Moving the Needle: Managing Safe Patient Flow at Yale New Haven Hospital Case 17, Part I - What More Evidence Do You Need? Case 17, Part II - More Evidence - The Example of Inappropriate Admissions Case 18 - Implementing the Office of Patient and Customer Experience at Northwell Health Case 19 - Shoes for the Shoemaker Case 20 - The Art of Being Nimble: Pivoting from Pediatric Care to Adult Care in Response to the COVID-19 Pandemic Case 21 - A New Look? Case 22 - Patient Exodus at Sycamore Health: Working with Patient and Family Advisory Councils Case 23 - What Benefits the Community? Case 24 - Refocusing the Community Health Needs Assessment Case 25 - Who Should be Part of the Team? Considering the Inclusion of Family Caregivers Case 26 - Doctors and the Capital Budget Case 27 - Where the Rubber Hits the Road: Physician-Perkins Hospital Relations Case 28 - The Complaining Doctor and Ambulatory Care Case 29 - Food-For-All: How Can a Pilot Project Lead to a Sustainable Population Health Improvement Program? Case 30 - Engaging Physicians in a Value-Based Contracting Decision at Bay City Clinic Case 31 - Measuring Systematic Change Across One Health Economy in London Case 32 - Should XYZ Healthcare Organization Make the Baldrige Journey? Case 33 - Letter to the CEO Case 34 - When Innovation Leads to Crisis Case 35 - Sharing Information at Tenson County Health Department: Creating and Implementing a Dashboard Case 36 - Whose Performance? Case 37 - Financial Reporting to the Board Case 38 - The Mission of MercyCare Case 39 - Whose Hospital? Case 40 - CEO Compensation: How Much Is Too Much? Case 41 - Reducing Healthcare-Associated Infections at Academic Medical Center: The Role of High-Performance Work Practices Case 42 - Coordination of Cancer Care: Notes from a Pancreatic Cancer Patient Case 43 - Dr. Fisher's Patient Case 44 - Public Enemy Number One: COVID-19 at Spanish Trail Hospital Case 45 - Conflict in the Office Case 46 - The Search Begins for the Next Faculty Practice Administrator for the Department of Surgery Case 47 - Burnout at Dakota Hospital South Case 48 - The Associate Director and the Controllers Case 49 - More Changes to Consider: Returning to Work After a Pandemic Case 50 - Annual Performance Evaluation: Can You Coach Kindness? Case 51 - Reimagining Primary Care at Northcoast Case 52 - Matrix or Mess? The Matrix Management Challenge Case 53 - Improving Organizational Development in Health Services Case 54 - Controlling Revolution Health: Management Ownership