Foundations of Health Care Management
Principles and Methods
1st Edition
Published on 12. October 2012
Book
Paperback/Softback
560 pages
978-0-470-93212-4 (ISBN)
Description
Foundations of Health Care Management
Leaders and managers throughout the health care system are facing ever more challenging changes in the way care is delivered, paid for, and evaluated. Foundations of Health Care Management: Principles and Methods offers an innovative, concise, reader-friendly introduction to health care management and administration. It addresses the need for new skills in managers of health care facilities and for those planning to enter health care management positions. The book covers such critical topics as leadership training, change management, conflict management techniques, culture building, quality improvement, and communications skills, as well as collaboration in the improvement of population health.
Foundations of Health Care Management also concentrates on innovations and describes steps in the transition to more decentralized and creative approaches to the management of health care facilities. The book covers physician management from the physician's viewpoint, a valuable perspective for health care managers.
The book serves important dual purposes for faculty and students by providing both insights into the health care field as well as foundational content on essential management and leadership competencies. A full set of support materials is available for instructors at the book's companion Web site.
Leaders and managers throughout the health care system are facing ever more challenging changes in the way care is delivered, paid for, and evaluated. Foundations of Health Care Management: Principles and Methods offers an innovative, concise, reader-friendly introduction to health care management and administration. It addresses the need for new skills in managers of health care facilities and for those planning to enter health care management positions. The book covers such critical topics as leadership training, change management, conflict management techniques, culture building, quality improvement, and communications skills, as well as collaboration in the improvement of population health.
Foundations of Health Care Management also concentrates on innovations and describes steps in the transition to more decentralized and creative approaches to the management of health care facilities. The book covers physician management from the physician's viewpoint, a valuable perspective for health care managers.
The book serves important dual purposes for faculty and students by providing both insights into the health care field as well as foundational content on essential management and leadership competencies. A full set of support materials is available for instructors at the book's companion Web site.
More details
Language
English
Place of publication
New York
United States
Publishing group
John Wiley & Sons Inc
Target group
College/higher education
Product notice
Paperback (trade)
Unsewn / adhesive bound
Dimensions
Height: 231 mm
Width: 175 mm
Thickness: 30 mm
Weight
885 gr
ISBN-13
978-0-470-93212-4 (9780470932124)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
Additional editions
E-Book
08/2012
Jossey-Bass
€88.99
Available for download
E-Book
08/2012
Jossey-Bass
€88.99
Available for download
Persons
Bernard J. Healey, PhD, is the director of the graduate program in health care administration at Kings College, Wilkes-Barre, Pennsylvania. Formerly, he was epidemiology manager in the Pennsylvania Department of Health and a consultant to Blue Cross of North- eastern Pennsylvania.
Marc C. Marchese, PhD, is professor of human resources management in the William G. McGowan School of Business at Kings College. Formerly, he was an instructor in the department of psychology at the University at Buffalo, The State University of New York.
Marc C. Marchese, PhD, is professor of human resources management in the William G. McGowan School of Business at Kings College. Formerly, he was an instructor in the department of psychology at the University at Buffalo, The State University of New York.
Content
Tables and Figures xi
Introduction xvii
The Authors xxi
The Contributors xxiii
PART ONE
Introduction to Health Care Management
Chapter 1 Critical Issues for the Future of Health Care in the United States 3
Health Care Reform Legislation 11
Errors in Health Care 12
Changing the Health Care System 13
Emphasis on Effi ciency in Health Care Delivery 19
Building a New Process for Health Care Delivery 21
Productivity and Prioritization in Health Care 28
Chapter 2 Health Care Management 33
Management Theory 35
Management Innovation 44
Managerial Skills 46
Management Functions 47
Self-Managed Work Teams 50
Health Services Management 53
Management of Technology 58
PART TWO
Managing the External Environment
Chapter 3 Strategy and Structure: Choosing the
Path to Success 67
Strategic Management and Structure 68
The Strategic Management Process 72
Organizational Design and Structure 86
Physician Organizations: A Closer Look 98
Technology and Structure 100
PA R T T H R E E
Managing Human Performance in Organizations
Chapter 4 Leadership as Plural 105
Leadership Basics 108
Leadership Theory 112
Employee Participation 119
Creating a Vision of Health Care Delivery 120
Empowerment and Responsibility 122
Improving Health Outcomes 123
Leadership and Culture 125
Adding Value in Health Care Delivery 131
Chapter 5 Change, Motivation, and Innovation: Creating a Culture of Excellence 135
The Change Process in Health Care Delivery 138
The Secret of Motivating Health Care Employees 142
The Need for Innovation in Health Care 148
The Effects of Culture Development on Motivation, Innovation, and the Facilitation of Change 154
Chapter 6 Communication: Can You Hear Me Now? 161
Communication Methods and Skills 165
How to Build Trust in Relationships 172
Communicating to Build a Thick Culture 176
Communicating to Motivate 178
Communication Problems and Medical Errors 182
Communicating to Innovate 185
Communicating to Add Value to Health Care Delivery 186
Chapter 7 Physician Management 191
Changing Environment for Physicians 195
Physician Management Concerns 201
Physician Reimbursement Issues 207
Patient Quality of Care Concerns 212
Physician Concerns 215
Professional Ethical Concerns 225
Political and Legal Affi liations and Concerns 228
Physician Management Models 231
Physicians as Managers 234
PART FOUR
Creating a High-Performance Workplace
Chapter 8 Human Resources Management and Health Care 245
The Role of Human Resources Professionals in Organizations 247
Rights of Employees and Employers 250
Critical Employee Attitudes Toward Work 257
Unions and the Health Care Industry 263
Evaluating the Management of Human Resources 269
Chapter 9 Staffi ng Health Care Organizations: Recruitment and Selection 281
Beginning the Staffi ng Process 282
Recruitment 289
Selection 302
Chapter 10 Employee Performance Improvement: The Pursuit of Quality Care 317
Employee Orientation and Mentoring 318
Employee Training 321
Performance Appraisal 334
PA R T F I V E
Special Areas of Health Care Management
Chapter 11 Health Care Marketing: Speaking the Language 351
The Marketing Process 352
Key Marketing Concepts 355
The Health Care Consumer 372
Marketing Strategy 374
Using Marketing Research in Health Care Delivery 378
Emerging Trends in Health Care Marketing 384
Chapter 12 Financial Management: Show Me the Money 389
Our Health Care System: What We Fund 391
The Cost of Health Care, and Historical and Projected National Spending 394
Government Health Care Intervention Efforts and the History of Health Insurance 402
Characteristics of Health Care Finance 406
Financial Challenges Confronting Providers, Third-Party Payers, and Patients 409
Cost-Effectiveness and Reform 412
Chapter 13 Ethics, the Law, and Doing Good 423
Ethics in the World of Health Care 425
Autonomy 427
Nonmalefi cence and Benefi cence 430
Justice 433
Morality 435
Codes of Ethics 439
Ethics Committees 441
Discrimination Issues in Health Care 443
Technology and Ethics 447
Chapter 14 A Look into the Future of Health Services 455
Economic Issues in Health Care 458
Reengineering Health Care Delivery 459
The Role of Leadership in Reengineering Health Care 467
The Importance of Organizational Culture in Reengineering Health Care 470
Consumer Empowerment 472
Innovation in Health Care Delivery 475
The Importance of Trust, Brand, and Reputation 478
Other Signifi cant Forces Facing the Health Care Manager 480
References 485
Index 521
Introduction xvii
The Authors xxi
The Contributors xxiii
PART ONE
Introduction to Health Care Management
Chapter 1 Critical Issues for the Future of Health Care in the United States 3
Health Care Reform Legislation 11
Errors in Health Care 12
Changing the Health Care System 13
Emphasis on Effi ciency in Health Care Delivery 19
Building a New Process for Health Care Delivery 21
Productivity and Prioritization in Health Care 28
Chapter 2 Health Care Management 33
Management Theory 35
Management Innovation 44
Managerial Skills 46
Management Functions 47
Self-Managed Work Teams 50
Health Services Management 53
Management of Technology 58
PART TWO
Managing the External Environment
Chapter 3 Strategy and Structure: Choosing the
Path to Success 67
Strategic Management and Structure 68
The Strategic Management Process 72
Organizational Design and Structure 86
Physician Organizations: A Closer Look 98
Technology and Structure 100
PA R T T H R E E
Managing Human Performance in Organizations
Chapter 4 Leadership as Plural 105
Leadership Basics 108
Leadership Theory 112
Employee Participation 119
Creating a Vision of Health Care Delivery 120
Empowerment and Responsibility 122
Improving Health Outcomes 123
Leadership and Culture 125
Adding Value in Health Care Delivery 131
Chapter 5 Change, Motivation, and Innovation: Creating a Culture of Excellence 135
The Change Process in Health Care Delivery 138
The Secret of Motivating Health Care Employees 142
The Need for Innovation in Health Care 148
The Effects of Culture Development on Motivation, Innovation, and the Facilitation of Change 154
Chapter 6 Communication: Can You Hear Me Now? 161
Communication Methods and Skills 165
How to Build Trust in Relationships 172
Communicating to Build a Thick Culture 176
Communicating to Motivate 178
Communication Problems and Medical Errors 182
Communicating to Innovate 185
Communicating to Add Value to Health Care Delivery 186
Chapter 7 Physician Management 191
Changing Environment for Physicians 195
Physician Management Concerns 201
Physician Reimbursement Issues 207
Patient Quality of Care Concerns 212
Physician Concerns 215
Professional Ethical Concerns 225
Political and Legal Affi liations and Concerns 228
Physician Management Models 231
Physicians as Managers 234
PART FOUR
Creating a High-Performance Workplace
Chapter 8 Human Resources Management and Health Care 245
The Role of Human Resources Professionals in Organizations 247
Rights of Employees and Employers 250
Critical Employee Attitudes Toward Work 257
Unions and the Health Care Industry 263
Evaluating the Management of Human Resources 269
Chapter 9 Staffi ng Health Care Organizations: Recruitment and Selection 281
Beginning the Staffi ng Process 282
Recruitment 289
Selection 302
Chapter 10 Employee Performance Improvement: The Pursuit of Quality Care 317
Employee Orientation and Mentoring 318
Employee Training 321
Performance Appraisal 334
PA R T F I V E
Special Areas of Health Care Management
Chapter 11 Health Care Marketing: Speaking the Language 351
The Marketing Process 352
Key Marketing Concepts 355
The Health Care Consumer 372
Marketing Strategy 374
Using Marketing Research in Health Care Delivery 378
Emerging Trends in Health Care Marketing 384
Chapter 12 Financial Management: Show Me the Money 389
Our Health Care System: What We Fund 391
The Cost of Health Care, and Historical and Projected National Spending 394
Government Health Care Intervention Efforts and the History of Health Insurance 402
Characteristics of Health Care Finance 406
Financial Challenges Confronting Providers, Third-Party Payers, and Patients 409
Cost-Effectiveness and Reform 412
Chapter 13 Ethics, the Law, and Doing Good 423
Ethics in the World of Health Care 425
Autonomy 427
Nonmalefi cence and Benefi cence 430
Justice 433
Morality 435
Codes of Ethics 439
Ethics Committees 441
Discrimination Issues in Health Care 443
Technology and Ethics 447
Chapter 14 A Look into the Future of Health Services 455
Economic Issues in Health Care 458
Reengineering Health Care Delivery 459
The Role of Leadership in Reengineering Health Care 467
The Importance of Organizational Culture in Reengineering Health Care 470
Consumer Empowerment 472
Innovation in Health Care Delivery 475
The Importance of Trust, Brand, and Reputation 478
Other Signifi cant Forces Facing the Health Care Manager 480
References 485
Index 521