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Foundations of Health Care Management: Principles and Methods

ISBN: 978-1-118-22137-2
560 pages
August 2012, Jossey-Bass
Foundations of Health Care Management: Principles and Methods (1118221370) cover image

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.

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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

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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.

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