Health Care Management

Overview

Written by nationally known experts in the field, this text brings a systematic understanding of organizational principles, practices, and insight to the management of health services organizations. While based on state-of-the-art organizational theory and research, the emphasis is on application through Features such as "In the Real World" and "Debate Times" which present actual situations and challenge the reader to provide a solution or a philosophical position. The clinical enterprise model is introduced in ...

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Overview

Written by nationally known experts in the field, this text brings a systematic understanding of organizational principles, practices, and insight to the management of health services organizations. While based on state-of-the-art organizational theory and research, the emphasis is on application through Features such as "In the Real World" and "Debate Times" which present actual situations and challenge the reader to provide a solution or a philosophical position. The clinical enterprise model is introduced in this new edition, and is fully developed in chapter 2.

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Product Details

  • ISBN-13: 9780766810730
  • Publisher: Cengage Delmar Learning
  • Publication date: 1/28/2000
  • Edition number: 4

Meet the Author

Stephen M. Shortell, Ph.D. is an A. C. Buehler Distinguished Professor of Health Services Management. He is Professor of Organization Behavior at J.L. Kellogg Graduate School of Management and Professor of Sociology. Stephen Shortell is also a member of the Institute of Health Services Research and Policy Studies at Northwestern University Evanston, Illinois.

Arnold K. Kaluzney, Ph.D. is a Professor in the Department of Health Policy and Administration in the School of Public Health. He is a Senior Research Fellow, Cecil G. Sheps Center for Health Services Research at the University of North Carolina Chapel Hill, North Carolina.

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Table of Contents

Ch. 1 Organization theory and health services management 5
Ch. 2 The managerial role 42
Ch. 3 Motivating people 78
Ch. 4 Leadership : a framework for thinking and acting 125
Ch. 5 Conflict management and negotiation 148
Ch. 6 Groups and teams 174
Ch. 7 Work design 212
Ch. 8 Coordination and communication 237
Ch. 9 Power and politics 276
Ch. 10 Organization design 314
Ch. 11 Managing strategic alliances 356
Ch. 12 Organizational learning, innovation, and change 382
Ch. 13 Organizational performance : managing for efficiency and effectiveness 415
Ch. 14 Achieving competitive advantage : the case for strategy 458
Ch. 15 Creating and managing the future 488
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