Health Services Management: A Case Study Approach, Twelfth Edition
Published on 30. October 2023
464 pages
978-1-64055-411-5 (ISBN)
Description
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 membersConfronting racism and disparities in careLaunching diversity, equity, and inclusion initiativesAdapting to crises such as the COVID-19 pandemicSustaining a population health improvement programAddressing 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.
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Book
10/2023
12th Edition
Health Administration Press
€133.70
Shipment within 3-4 weeks
Content
- Front Matter
- Brief Contents
- Detailed Contents
- Preface to the 12th Edition
- Reflections on the 12th Edition: An Inerview with Anthony R. Kovner
- Introduction to the Case Study Approach
- A Short History of the Case Method of Teaching
- Learning Through the Case Method
- Searching the Literature of Health Services Management
- Evidence-Based Management
- Overview: Managerial Predicaments
- Dedication
- Foundations: Becoming a Manager: Who Am I?
- Introduction to Cases
- Case 1: The First Day
- Case 2: Now What?
- Case 3: What Then?
- Case 4: Facing Reality in a New Job
- Part I: Values and Culture: Who Are We?
- Introduction to Cases
- Case 5: Confronting Racisim 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 Services Management Education
- 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 1: What More Evidence Do You Need?
- Case 17, Part 2: More Evidence - The Example of Inappropriate Admissions
- Case 18: Implementing the Office of Patient and Customer Experience at Northwell Health
- Part II: Focus: What Game Are We Playing?
- Introduction to Cases
- 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 Relationships
- 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
- Part III: Performance Assessment: How Are We Doing?
- Introduction to Cases
- 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
- Part IV: Authority/Responsibility: Who Decides?
- Introduction to Cases
- 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 Assoicate Director and the Controllers
- Case 49: More Changes to Consider: Returning to Work After the 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
- Index
- About the Editors
- About the Contributors
