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Tables of Contents for Management of Hospitals and Health Services
Chapter/Section Title
Page #
Page Count
PART I HOSPITAL AND HEALTH SERVICES MANAGEMENT OBJECTIVES IN A RAPIDLY CHANGING ENVIRONMENT
The Growing Importance of Management to Institutional, Patient, and Community Health
3
14
Stages in health services management
4
1
Public health period: into the 1920s
4
1
Physician period: 1930s into 1960s
5
1
Hospital period: 1960s into 1990s
6
3
Framework for a strategic management role to improve patient outcomes and community health
9
6
Conclusions
15
2
Health and the Health System
17
18
Inputs to health
17
4
The health system
21
4
Personal health care system
25
2
Physician services
27
4
Hospital services
31
1
Conclusions
32
3
Environmental Pressures from Cost Controls and Consolidation
35
22
Are health care costs too high?
35
1
Why are costs rising?
36
1
Who pays and how do they try to control costs and quality?
36
2
How are physicians paid?
38
2
How are hospitals paid?
40
1
How do payers control costs and quality of care?
41
5
Future prospects for cost controls
46
1
Implications of cost control on management of health services
46
1
Consolidation of health services
47
2
Investor-owned health systems
49
2
Are horizontal, vertical, and for-profit consolidations beneficial?
51
1
Implications of consolidation on management of health services
51
6
PART II STRATEGIC MANAGEMENT
Strategic Management Defined
57
11
The concept of ultrastable equilibrium
58
2
The strategic management process
60
1
The major components of the strategic management process
61
2
The role of the strategic manager
63
1
Competencies
64
3
Summary
67
1
Strategy Formulation
68
15
Determining the mission, goals and objectives
69
3
Social responsibility
72
1
Competitive position
73
2
The SWOT analysis
75
1
Strategies
76
1
The strategy plan
76
1
Grand strategies
76
5
Summary
81
2
Implementation Processes
83
23
Change
83
4
Management initiatives/styles
87
8
Training
95
1
Structure
96
1
Resource deployment
97
2
Policies
99
2
Culture
101
3
Summary
104
2
Changing Roles of the Chief Executive Officer with Special Emphasis on the Evaluation/Control Process
106
23
Role models---an overview
107
3
Roles/processes
110
7
Monitoring/evaluating/controlling
117
8
Conclusions
125
4
PART III HEALTH SERVICES ORGANIZATION ISSUES
Organizational Arrangements of Health Services Delivery Systems
129
13
Health service functions and the patient care systems
133
3
Organizational design
136
4
Joint ventures
140
1
Conclusions
140
2
Governance of Health Services Organizations
142
15
Functions of governing boards
142
1
Structural characteristics of a governing board
143
6
Who really controls hospitals and health services?
149
1
Hospital performance seems to relate to accountability
150
1
How does consumerism relate to governance?
151
2
Board decision processes
153
1
Conclusions
154
3
Physicians
157
20
Barriers to physician/management relationships
158
1
Who are physicians?
159
1
Who become physicians?
159
1
What is the conditioning process of medical education?
160
1
The physician surplus
161
1
Organized medicine
162
2
Hospital medical staff organization
164
1
Corporate integration of physician services
165
3
Management and physicians
168
9
Nursing
177
16
Nursing in transition
177
5
Issues in nursing
182
5
Implications for management
187
6
PART IV MANAGERIAL FUNCTIONS AND ISSUES
Other Health Professionals and Programs
193
15
Other health professionals
193
10
Management of professional services to patients
203
5
Functional Managers
208
23
Functional managers
210
4
Computer systems---medical and management information systems---decision support systems
214
2
Marketing
216
3
Planning
219
1
Human resources management
220
1
Materials management
221
1
Risk management
222
3
Public relations and volunteer services
225
1
Consultants
226
1
Management contracts
227
1
Factors that might improve effectiveness of functional specialists
227
2
Conclusions
229
2
Management of Access: an Epidemiological Approach to Marketing
231
14
Marketing and demarketing health services
232
1
An epidemiological approach to marketing
233
1
Marketing
233
5
Epidemiology
238
3
Managing access to care: balancing community and institutional health needs
241
4
Management of Quality and Costs
245
16
Forces for more attention to quality
248
1
Approaches to evaluating quality of care
248
2
Methods for managing quality of physicians' services
250
3
Management of quality or cost?
253
2
The bottom line and the rational manager
255
6
The Management of Human Resources
261
19
The nature of the human resources function
262
9
Management's human resources tools
271
7
Summary
278
2
Managing Conflict and Labor Management Relations
280
25
The nature of conflict
281
1
Individual conflict
281
1
Interpersonal conflict
281
1
Group conflict
282
1
The status factor
283
1
Client/organization conflict
283
1
Mitigation of conflict
284
1
Win/win strategies
285
1
Action program for mitigation of conflict
285
2
Participative management
287
1
Managerial/organizational stress
287
2
Collective bargaining
289
1
Changing philosophies regarding unions
289
2
Employees, managers, and unions
291
2
Collective bargaining process
293
2
Contract administration
295
4
Summary
299
6
PART V FUTURE CHALLENGES, STRATEGIES, AND ETHICS
Managerial Performance and Ethics for Hospitals and Health Services into the Twenty-first Century
305
1
Organization and management strategies for meeting future challenges to management
306
2
Diseases of health services management
308
1
Management of organizational decline
309
1
An ethical framework for health services management
310
9
Personal approaches to management
319