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This comprehensive textbook on healthcare organizational behavior and management uniquely bridges theory and practice, directing significant attention toward operationalization in health and medical settings. This blend of theory and practice differentiates the content of this book from that of related academic and professional books that tend to discuss theory at length with limited attention being directed toward practical applications. This approach ultimately affords readers with a working knowledge of the subject matter which must be mastered to successfully operate healthcare organizations and a real-world skill set for use in practice.
The contents of the text encompass a fairly broad spectrum of organizational behavior and management within the context of the healthcare industry and its associated organizations. Among the topics covered:
Beyond its efficient presentation of core facets of organizational behavior and management, the book features practical insights in each chapter from the authors' experiences as leaders at a health system. These passages share real-world insights, often involving unique applications, innovative thinking, and other creative perspectives from practice. These viewpoints are invaluable for helping readers to ground the theoretical overviews presented in each chapter, bolstering knowledge and understanding. A glossary of organizational behavior and management terminology is also included.
Organizational Behavior and Management in Health and Medicine serves as a primer featuring principles and practices with intensive application and operational guidance. The text, with its learning objectives, chapter summaries, key terms, and exercises, is ideally suited for professors and students of health administration, medicine, nursing, and allied health. The book also can serve as a refresher for healthcare executives and managers (e.g., administrators, nurses, physicians) and as a useful reference for anyone with an interest in learning about administrative practices in health and medical settings.
James K. Elrod is President Emeritus and a member of the board of directors of Shreveport, Louisiana-based Willis Knighton Health, the region's largest provider of healthcare services. A Fellow of the American College of Healthcare Executives and honoree as a Louisiana Legend by Friends of Louisiana Public Broadcasting, he holds a bachelor's degree in business administration from Baylor University, a master's degree in hospital administration from Washington University School of Medicine, and an honorary doctorate of science and humane letters from Northwestern State University of Louisiana. He served as President and Chief Executive Officer of Willis Knighton Health for 57 years, earning recognition as America's longest-tenured hospital administrator. He is the author of Breadcrumbs to Cheesecake, a book which chronicles the history of Willis Knighton Health.
John L. Fortenberry, Jr. is Chair of the James K. Elrod Department of Health Administration, James K. Elrod Professor of Health Administration, and Professor of Marketing in the College of Business at LSU Shreveport where he teaches a variety of courses in both health administration and marketing. He holds a BBA in marketing from the University of Mississippi; an MBA from Mississippi College; a PhD in public administration and public policy, with concentrations in health administration, human resource management, and organization theory, from Auburn University; and a PhD in business administration, with a major in marketing, from the University of Manchester in the United Kingdom. He is the author of numerous books and scholarly journal articles focusing on marketing, strategy, organizational behavior, and management. He also serves as Vice President of Marketing Strategy and Planning at Willis Knighton Health.
Chapter 1. Management in Health and Medicine.- Chapter 2. Leadership in Health and Medicine.- Chapter 3. Motivation in Health and Medicine.- Chapter 4. Communication in Health and Medicine.- Chapter 5. Decision Making in Health and Medicine.- Chapter 6. Strategy in Health and Medicine.- Chapter 7. Ethics and Social Responsibility in Health and Medicine.- Chapter 8. Organizational Culture in Health and Medicine.- Chapter 9. Organizational Structure and Design in Health and Medicine.- Chapter 10. Organizational Change in Health and Medicine.- Chapter 11. Organizational Learning in Health and Medicine.- Chapter 12. Groups and Teams in Health and Medicine.- Chapter 13. Power and Politics in Health and Medicine.- Chapter 14. Conflict and Negotiation in Health and Medicine.
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