Health Organizations: Theory, Behavior, And Development / Edition 1

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Overview

While there are many textbooks available for courses in organizational behavior there are very few that address organization theory and even fewer that discuss organization development in any significant way. In three sections, this text thoroughly examines organization theory, organization behavior, and organization development. Each section contains key chapters that address foundations, research, and new directions in these domains.
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Editorial Reviews

Doody's Review Service
Reviewer: Lena L Watson, Dr. RN, MBA/HCM(University of Phoenix)
Description: This unique book discusses modern management theories, concepts, and principles in the context of healthcare.
Purpose: It provides an integrative perspective of organizational theories in healthcare. These are important objectives since healthcare is complex, dynamic, and unique. The editor and contributors review virtually every organizational, behavioral, and management theory relevant to healthcare.
Audience: The book describes how students and instructors can benefit from reading and applying the information. However, any healthcare leader interested in understanding ways to apply proven theories to an organization will benefit from it. The editor is a noted scholar in the field of health professions who has published over 100 articles and 10 books on management and healthcare issues. In addition, chapters are written by expert contributing authors.
Features: The first of the book's three parts contains five chapters on organization theory and foundation. Part 2 covers organization behavior and dynamics in 10 chapters, and the six chapters in part 3 cover organization development and change. In addition to discussing the history and most noted organizational theories, behaviors, and principles, the book tackles some of the more challenging and sensitive topics in healthcare such as healthcare management dysfunction and organizational development for terrorism and natural disasters. The layout is easy to follow and the diagrams and charts are easy to understand. The end of each chapter has learning activities, discussion questions, case studies, references, and a summary. The only shortcoming is that the book has a softcover which may not withstand heavy use.
Assessment: The authors explain complex theories in a manner that's interesting and comprehendible for students, and the book is unique in the way it applies existing theories to healthcare organizations. The learning activities help promote competency development and critical thinking, which is valuable for current and future healthcare leaders.
From The Critics
Reviewer: Lena L Watson, Dr. RN, MBA/HCM(University of Phoenix)
Description: This unique book discusses modern management theories, concepts, and principles in the context of healthcare.
Purpose: It provides an integrative perspective of organizational theories in healthcare. These are important objectives since healthcare is complex, dynamic, and unique. The editor and contributors review virtually every organizational, behavioral, and management theory relevant to healthcare.
Audience: "The book describes how students and instructors can benefit from reading and applying the information. However, any healthcare leader interested in understanding ways to apply proven theories to an organization will benefit from it. The editor is a noted scholar in the field of health professions who has published over 100 articles and 10 books on management and healthcare issues. In addition, chapters are written by expert contributing authors.
Features: "The first of the book's three parts contains five chapters on organization theory and foundation. Part 2 covers organization behavior and dynamics in 10 chapters, and the six chapters in part 3 cover organization development and change. In addition to discussing the history and most noted organizational theories, behaviors, and principles, the book tackles some of the more challenging and sensitive topics in healthcare such as healthcare management dysfunction and organizational development for terrorism and natural disasters. The layout is easy to follow and the diagrams and charts are easy to understand. The end of each chapter has learning activities, discussion questions, case studies, references, and a summary. The only shortcoming is that the book has a softcover which may not withstand heavy use.
Assessment: The authors explain complex theories in a manner that's interesting and comprehendible for students, and the book is unique in the way it applies existing theories to healthcare organizations. The learning activities help promote competency development and critical thinking, which is valuable for current and future healthcare leaders.
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Product Details

  • ISBN-13: 9780763750534
  • Publisher: Jones & Bartlett Learning
  • Publication date: 2/1/2008
  • Edition description: 1E
  • Edition number: 1
  • Pages: 423
  • Sales rank: 183,359
  • Product dimensions: 6.00 (w) x 8.90 (h) x 1.00 (d)

Table of Contents

Foreword xiii

Preface xv

Contributors xvii

About the Editor xxi

Part 1 Organization Theory And Foundations

Chapter 1 Introduction James A. Johnson Peter C. Olden 3

Studying Organizations 4

Beyond the Classroom 8

References 8

Chapter 2 Anatomy and Physiology of Theory M. Nicholas Coppola 9

Introduction 9

What Is Theory? 10

Anatomy of Theory 13

Physiology of Theory 18

Chapter Summary 24

Review/Discussion Questions 24

Learning Activities 25

References 26

Chapter 3 Classical Theories of Organization Peter C. Olden Mark L. Diana 29

Introduction 29

Scientific Management 30

Administrative Principles 33

Bureaucratic Principles 36

Human Relations 39

Administrative Behavior 41

Chapter Summary 43

Review/Discussion Questions 44

Learning Activities 44

References 44

Chapter 4 Modern Theories of Organization Mark L. Diana Peter C. Olden 47

Introduction 47

General Systems Theory 48

Contingency Theory 50

Transaction Cost Economics 51

Resource Dependence Theory 53

Institutional Theory 55

Population Ecology 57

Chapter Summary 59

Review/Discussion Questions 60

Learning Activities 60

References 60

Chapter 5 Complexity and Postmodern Theory Reuben R. McDaniel Michele E. Jordan 63

Introduction 63

Shared Notions and Common Focus 66

Characteristics of Complex Adaptive Systems 69

Managing Healthcare Organizations as Postmodernist Complex Adaptive Systems 71

Decision Making and Sensemaking 72

What Does This All Mean? 77

Chapter Summary 78

Review/Discussion Questions 78

Learning Activities 79

References 82

Part II Organization Behavior and Dynamics

Chapter 6 Individual Behavior and Motivation Mary S.O'Shaughnessey 87

Introduction 87

Theories of Motivation 88

Motivation in the Work Environment 97

Changes in Motivation 100

Motivation and Learning 101

Impact of Age and Cultural Factors on Motivation and Learning 102

Motivation and Sports 103

Chapter Summary 104

Review/Discussion Questions 104

Learning Activities 105

Case Study 105

References 106

Chapter 7 Group Dynamics Lana V. Ivanitskaya Sharon Glazer Dmitry A. Erofeev 109

Introduction 109

Groups and Teams 110

Groups and Teams in Healthcare Organizations 111

Roles, Diversity, and Trust 112

Group Processes 114

Group Formation 115

Group Phenomena 116

Application of Crew Resource Management (CRM) to Healthcare 118

Performance and Group Effectiveness 119

Chapter Summary 128

Review/Discussion Questions 129

Learning Activities 130

Case Study 133

References 133

Chapter 8 Power and Politics Lee W. Bewley 137

Introduction 137

Sources of Power 138

Politics in Health Organizations 143

Chapter Summary 145

Review/Discussion Questions 147

Learning Activities 147

References 147

Chapter 9 Conflict and Interpersonal Relations Gerald R. Ledlow 149

Introduction 150

Conflict Management 151

Interpersonal Relationships 158

Chapter Summary 163

Review/Discussion Questions 163

References 164

Chapter 10 Leadership Theory and Influence Gerald R. Ledlow M. Nicholas Coppola 167

Introduction 167

Defining Leadership 169

A Chronological Review of Leadership Theory 171

Leadership Phase Evolution 174

Chapter Summary 185

Review/Discussion Questions 190

References 190

Chapter 11 Leadership and Transformation Gerald R. Ledlow M. Nicholas Coppola Mark A. Cwiek 193

Introduction 193

Prescription One: The Dynamic Culture Leadership Model 194

Prescription Two: The Omnibus Leadership Model 201

Conclusion 208

Chapter Summary 209

Review/Discussion Questions 209

References 210

Chapter 12 Decision Making and Communication Gerald R. Ledlow James Stephens 213

Introduction 214

Decision Making 214

Tools of Decision Making 221

Communication 223

Chapter Summary 229

Review/Discussion Questions 230

Case Study 230

References 231

Chapter 13 Culture Values and Ethics Rupert M. Evans 233

Introduction 233

What Is Corporate Culture? 234

The Healthcare Setting 234

How Are Culture and Climate Different? 235

What is the Theory Behind Culture and Climate? 236

Values and Beliefs That Support Organizational Goals 238

The Ethics and the Social Responsibility of Management 245

Chapter Summary 250

Review/Discussion Questions 250

Learning Activities 251

References 252

Chapter 14 Stakeholder Dynamics M. Nicholas Coppola Dawn Erckenbrack Gerald R. Ledlow 255

Introduction 255

Stakeholders (Actors) in Healthcare 256

Utility of Parity of Healthcare in Stakeholder Dynamics 260

The Sarfit Model 267

Parity in Policy and Strategy 268

Chapter Summary 269

Review/Discussion Questions 269

Learning Activities 269

Case Study: The Dilemma of the Uninsured in the United States 269

Case Study: Overburdened Emergency Departments Threatened by the Problem of Uninsured 271

Case Study: Business Feels the Consequences of the Uninsured Problem 273

References 275

Chapter 15 Organizational Dysfunction and Pathology David R. Graber 279

Introduction 279

Healthcare Organizational Groups 281

Complexity and Work Intensity 282

Ambiguous and Conflicting Cultures 283

Healthcare Management and Organizational Dysfunction 285

Conclusion 286

Chapter Summary 287

Review/Discussion Questions 287

References 288

Part III Organization Development and Change

Chapter 16 Transformational Change and Development James Whitlock 291

Introduction 291

Organizational Development: Framework for Change 293

Creating the Capacity to Change 298

Chapter Summary 308

Review Questions 309

References 309

Chapter 17 Team Building and Development Jo-Ann Costa 311

Introduction 312

Types of Teams 312

The Team Advantage 313

Benefits of Teams 314

Team Composition 315

Team Evolution 316

Stages of Team Development 318

Building Team Functionality 318

Ongoing Training = Sustainable Knowledge 321

Problem Solving 321

Continuous Reinforcement: The Value of the Team's Work 322

Getting Down to Business 322

Defining Success 324

Beyond Metrics 324

Selling the Solution: Management Buy-In 325

Back on the Everyday Job 326

Trends 326

Chapter Summary 329

Review/Discussion Questions 329

Learning Activity 329

References 330

Chapter 18 Physician Leadership and Development Sudha Xirasagar 331

Clinical Performance: The Key to Healthcare Reform 331

Why Physician Leadership Is Needed 333

Understanding Physician Behavior 333

From Clinician to Leader-Essential Changes in Mindset 336

Leadership Development Models 337

Chapter Summary 344

Review/Discussion Questions 344

References 345

Chapter 19 Governance and Board Development Dennis G. Erwin Andrew N. Garman 349

Introduction 349

Board Organization 350

Board Officers 351

Board Committees 351

Board Meeting Format 353

The Relationship Between Senior Management and the Board 355

Fiduciary Duties 355

Financial Oversight 356

Operating Oversight 356

Strategic Oversight 358

Oversight of Patient Care and Resource Utilization 360

Changing Board Models 361

Effective Governance: Cultures and Activities 362

Board Assessment 362

Board Member Education 364

Current Issues and Controversies 366

Chapter Summary 366

Review/Discussion Questions 367

Learning Activity 367

References 369

Chapter 20 Organization Development for Terrorism and Natural Disasters Ahmed Adu-Oppong Gerald R. Ledlow Mark A. Cwiek James A. Johnson M. Nicholas Coppola 371

Introduction 372

Significance to Healthcare Leaders 372

The Threat 374

Business Involvement: What Should Be Done 383

A Preparedness Plan 385

Chapter Summary 392

References 392

Chapter 21 Organization Development and the Future James A. Johnson 395

Introduction 395

Development Practice and Philosophy 396

Development in a Changing World 397

Chapter Summary 398

Review/Discussion Questions 399

Learning Activities 399

References 399

Index 401

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