Collaborative Management in Health Care: Implementing the Integrative Organization

by Martin P. Charns, Laura J. Smith Tewksbury

Overview

Shows how health care administrators and clinical leaders can improve organizational effectiveness and responsiveness by fostering collaboration among different disciplines within their institutions. Provides six original case studies that show how integrative approaches can be applied in practice. Offers useful guidelines for choosing people to serve in key integrative positions, supporting the new structure through reward and information systems, and carrying out the change process.

Product Details

ISBN-13:	9781555424831
Publisher:	Wiley
Publication date:	11/11/1992
Series:	Health Management Series
Pages:	320
Product dimensions:	6.32(w) x 9.39(h) x 1.11(d)

About the Author

Dr. Charns is Professor of Health Policy and Management and director emeritus of the VA Center for Healthcare Organization and Implementation Research, a VA Health Services Research and Development center of innovation.

Table of Contents

Part One: Effective Organization Design and Change
1. The Challenges of Improving Organization Effectiveness
2. The Continuum of Organization Structures
3. Leadership Skills for Integrative Managers
4. Reward Systems That Support Integrative Management andChange
5. Matching Integrative Structures and Information Systems
6. Implementing (and Surviving) the Change Process
7. Product Line Management: A Special Case of Integration
Part Two: From the Field: Lessons in Design andImplementation
8. Are Two Hats Better Than One? Biscayne Hospital
9. Involving Physicians and Trustees: Philadelphia Hospital MedicalCenter
10. Multiple Approaches to Integration: Hilltop HealthServices
11. Managing Key Factors in a Triad Structure: Bayview MedicalCenter
12. Strengths and Disadvantages of a Service Line Structure:Hanna-Thorndike Hospital
13. Implementing an Integrative Structure: Waller MemorialHospital
14. Using Organization Design to Facilitate Innovation