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Collaborative Management in Health Care: Implementing the Integrative Organization

Collaborative Management in Health Care: Implementing the Integrative Organization

Martin P. Charns, Laura J. Smith Tewksbury

ISBN: 978-1-555-42483-1 November 1992 Jossey-Bass 321 Pages


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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.
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 and Change
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 and Implementation
8. Are Two Hats Better Than One? Biscayne Hospital
9. Involving Physicians and Trustees: Philadelphia Hospital Medical Center
10. Multiple Approaches to Integration: Hilltop Health Services
11. Managing Key Factors in a Triad Structure: Bayview Medical Center
12. Strengths and Disadvantages of a Service Line Structure: Hanna-Thorndike Hospital
13. Implementing an Integrative Structure: Waller Memorial Hospital
14. Using Organization Design to Facilitate Innovation