Management of Healthcare Organizations An Introduction 3rd Edition by Peter Olden – Ebook PDF Instant Download/Delivery:9781640550438, 1640550437
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ISBN 10: 1640550437
ISBN 13: 9781640550438
Author: Peter Olden
Instructor Resources: Test bank, PowerPoint slides for each chapter, and suggested answers to discussion questions. Management problems are complex and rarely fixed with a single, universal solution. Particularly in healthcare organizations, management is fluid, and the “right” approach depends on a variety of ever-changing factors. Management of Healthcare Organizations: An Introduction provides an integrated, practical approach to management that is applicable to all kinds of healthcare organizations. The book prepares future managers and leaders to assess situations and develop solutions with confidence. Author Peter C. Olden combines extensive real-world management experience with academic expertise to explain fundamental management theories, concepts, methods, and tools and how to apply them in healthcare organizations. Adopting a student-centered approach, he uses a fresh, engaging style and clear organization of content supported by many exhibits, sidebars, and an appealing design. Although primarily intended for undergraduate students interested in managing healthcare organizations, this book is also a valuable resource for allied health majors and practicing healthcare managers. This edition has been updated extensively with three new case studies; current examples, exercises, and data; and new or expanded information on these and other topics: Population health and the continuum of careStrategic planningHorizontal process organizingDiversity and inclusionObtaining and retaining staffLeading and motivating peoplePerformance improvement, Six Sigma, and LeanOrganizational change management methodsProfessionalism and emotional intelligenceEach chapter begins with learning objectives and a real-world example based on an extended, contemporary case study that runs through the book and connects all the chapters. The book also features an end-of-chapter mini case study and seven integrative case studies. These cases enable students to use concepts and methods from multiple chapters to fully resolve a given management problem, reinforcing the chapters’ concepts. Chapter summaries and discussion questions offer additional learning opportunities. The writing style and activities help students learn management as an integrated body of knowledge and tools they can use in their careers. Whether you are new to healthcare management or are looking to advance your career, Management of Healthcare Organizations teaches the fundamental principles and skills needed to successfully manage a healthcare organization.
Management of Healthcare Organizations An Introduction 3rd Table of contents:
Chapter 1. Health, Healthcare, and Healthcare Organizations
Health and What Determines It
Determinants of Health
Healthcare and Health Services
Healthcare Organizations
The External Environment of Healthcare Organizations
Healthcare Trends and Future Developments
Stakeholders and Expectations of Healthcare Organizations
Healthcare Management Jobs and Careers
Chapter 2. Management
What is Management?
The History and Evolution of Management Theory
Taylor and Scientific Management
Fayol and Administrative Theory
Mayo and Human Relations
Gulick, Urwick, and Management Functions
Weber and Bureaucratic Theory
Bertalanffy, Boulding, and Open Systems Theory
Lewin and Organization Development Theory
Woodward and Contingency Theory
Katz and Management Skills
Meyer and Rowan, DiMaggio and Powell, and Institutional Theory
Mintzberg and Management Roles
Do all Managers Manage the Same Way?
Chapter 3. Planning
What is Planning?
Strategic Planning
Strategic Planning Stage 1: Environmental Assessment
Strategic Planning Stage 2: Organizational Direction
Strategic Planning Stage 3: Strategy Formulation
Strategic Planning Stage 4: Transition to Implementation
Planning at Lower Levels
Project Planning and Project Management
Data and Information for Planning
Final Thoughts About Planning
Chapter 4. Organizing: Jobs, Positions, and Departments
Organizations
Organizing Work in Healthcare Organizations
Organizing Tasks into Jobs and Positions
Organizing Jobs and Positions into Departments
Factors That Influence Organizing Work
External Factors
Internal Factors
A Few Complications
Informal Organization
Contract Workers
Unionized Workers
Medical Jobs with Physicians
Chapter 5. Organizing: Organizations
Organization Structures
Functional Structure
Divisional Structure
Matrix Structure
Horizontal Structure
Network Structure
Hybrid Structures
Governing Body
Coordination Within and Beyond a Healthcare Organization
Coordination Structures and Processes
Complications
Contract Departments
Physicians and the Organized Medical Staff in a Hospital
Chapter 6. Organizing: Groups and Teams
Groups and Teams
Groups and Teams in Healthcare Organizations
Structures of Groups and Teams
Purpose
Size
Membership
Relation to Organization Structure
Authority
Leader
Culture
Processes of Groups and Teams
Developing
Leading
Communicating and Interacting
Decision Making
Learning
Effective Groups and Teams
Effective Virtual Teams
Guidelines for Effective Meetings
Chapter 7. Staffing: Obtaining Employees
Staffing Processes
Workforce Diversity and Inclusion
Centralized, Decentralized, and Outsourced Staffing
Laws and Regulations
Planning for Staff
Designing Jobs and Work
Job Analysis
Work Rules and Schedules
Hiring Staff
Recruiting
Selecting
Chapter 8. Staffing: Retaining Employees
Developing Staff
Orientation of New Staff
Training Staff
Developing Staff
Appraising Performance of Staff
Appraisal Process and Methods
When Job Performance is Deficient
Compensating Staff
How is Pay Determined?
How are Benefits Determined?
Protecting Staff
Onboarding
Chapter 9. Leading: Theories and Models
Theories and Models for Leading
Trait Theory and Skill Theory
Behavior Theory
Situational Theory
Theory X, Theory Y, and Theory Z
Transactional and Transformational Leadership
Servant Leadership
Collaborative Leadership
Authentic Leadership and Ethical Leadership
Leadership Competency Models
Leading Physicians
Chapter 10. Leading: Motivating and Influencing
Motivation Theory and Models
Maslow’s Hierarchy of Needs Theory
Alderfer’s ERG Theory
Herzberg’s Two-Factor Theory
McClelland’s Acquired Needs Theory
Adams’s Equity Theory
Vroom’s Expectancy Theory
Locke’s Goal-Setting Theory
Skinner’s Reinforcement Theory
Power and Politics
Sources and Types of Power
Organization Politics
Chapter 11. Leading: Culture and Ethics
What is Culture?
What Causes and Creates Culture?
Purpose and Benefits of Culture
Interpreting Culture
Subcultures
Shaping and Managing Culture
What is Ethics?
Ethics Problems
Sources of Ethics
Creating and Maintaining Ethics in a Healthcare Organization
Chapter 12. Controlling and Improving Performance
What is Control?
Control in Healthcare Organizations
A Three-Step Control Method
Step 1: Set Performance Standards
Step 2: Measure Actual Performance and Compare it to Standards
Step 3: Improve Performance if it Does Not Meet Standards
Quality Improvement Programs and Methodologies
Six Sigma
Lean Production
High Reliability
Controlling People
Chapter 13. Making Decisions and Solving Problems
Decision Making and Decisions
Who Makes Decisions?
Methods for Making Nonprogrammed Decisions
Rational Approach
Satisficing Approach
Intuition Approach
Incremental Approach
Evidence-Based Approach
Garbage Can Approach
Barriers to Effective Decision Making
Data for Decision Making
Trends in Decision Making
Resolving Conflict
Causes of Conflict
Conflict Resolution Model
Additional Suggestions for Managing Conflict
Chapter 14. Managing Change
Change in Healthcare Organizations
Managing Organization Change
Small-Scale Change
Eight-Step Approach to Large-Scale Change
Resistance to Change
Why People Resist Change
Organization Characteristics That May Impede Change
Healthcare Characteristics That May Impede Change
How People Resist Change
Force Field Analysis
Overcoming Resistance to Change
Organization Learning and Organization Development
Chapter 15. Professionalism and Communication
Professionalism
Emotional Intelligence
Cultural Competence
Communication
Types of Communication
Directions of Communication
Communication Process
Tips for Effective Communication
A Management Case Study: Partners HealthCare
Integrative Case Studies
Real-World Applied Integrative Projects
Your Management Toolbox
Glossary
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