Managing Health Services Organizations and Systems

ISBN-13: 9781938870903 / Angielski / Twarda / 2021 / 640 str.

Kurt Darr; Michael Nowicki

Spis treści

PART I. THE ENVIRONMENT

Chapter 1: Healthcare Services in the United States

• Health and System Goals
• Lack of Synchrony
• Processes That Produce Health Policy
• A Brief History of Health Services in the United States
• Other Western Systems
• Structure of the Health Services System Classification and Types of HSOs
• Local, State, and Federal Regulation of HSOs/HSs Other Regulators of HSOs/HSs
• Accreditation in Healthcare
• Regulation and Education of Selected Health Occupations
• Associations for Individuals and Organizations
• Paying for Health Services Government Payment Methodologies
• System Trends

• Case Study 1. Gourmand and Food—A Fable
• Case Study 2. Normal Saline and Hurricane MariaWhere’s My Organ?
• Case Study 3. Bipartisan Policy Group Proposes Cuts to Hospital Spending

Chapter 2: Ethical and Legal Dimensions

• Society and the Law
• Relationship of Law to Ethics
• Ethics Framework
• Personal Ethic and Professional Codes
• Health Services Codes of Ethics
• Ethical Issues Affecting Governance and Management
• Biomedical Ethical Issues
• End-of-Life Decisions
• Organizational Responses to Ethical Problems Managers and the Law
• Torts and HSOs/HSs
• Reforms of the Medical Malpractice System
• Select Legal Areas Affecting HSOs/HSs
• Legal Process of a Civil Lawsuit
• Special Considerations for the Manager

• Case Study 1. Understanding
• Case Study 2. Viral Pandemic
• Case Study 3. Concerned Physicians; Unconcerned Managers
• Case Study 4. Which Hurts More: The Truth or the Lie?

Chapter 3: Healthcare Economics

• Economic Growth in Healthcare
• Special Characteristics of the Healthcare Economy
• Healthcare Demand
• Healthcare Supply
• Economic Solutions for Healthcare

• Case Study 1. Price and Discount Transparency
• Case Study 2. Comparing Health Care in High-Income Countries
• Case Study 3. The Role of Health Insurance in Guaranteeing Health
• Case Study 4. Physician Consolidation

Chapter 4: The Quality Imperative: The Theory

• Improving Quality and Performance
• Taking a CQI Approach
• CQI, PI, and Competitive Position
• Theory of CQI
• Strategic Quality Planning: Hoshin Planning Organizing for Improvement
• The Next Iteration of CQI: A Community Focus

• Case Study 1. Extent of Obligation
• Case Study 2. Surgical Safety—Retained Foreign Objects
• Case Study 3. Which Team’s Fastest?

Chapter 5: Healthcare Technology

• Background
• Types of Technologies
• Effects of Technology on Health Status
• Forces Affecting Development and Diffusion of Technology
• Responses to Diffusion and Use of Technology
• Health Technology Assessment
• HSO/HS Technology Decision Making
• Managing Biomedical Equipment
• Health Information Technology
• Telemedicine
• Future Developments
• Technology and the Future of Medicine

• Case Study 1. Is Cleansing Your Hands in my Room a Problem, Doctor?
• Case Study 2. “Who Does What?”
• Case Study 3. “Let’s ‘Do’ a Joint Venture”

PART II. THE TOOLS

Chapter 6: Managerial Problem Solving and Decision Making

• Problem Analysis and Decision Making
• Problem Solving
• Process and Model
• Influencing Problem Solving and Decision Making Unilateral and Group Problem Solving
• Problem-Solving and Decision-Making Styles

• Case Study 1. The Nursing Assistant
• Case Study 2. The New Charge Nurse
• Case Study 3. Chris’s New Baby

Chapter 7: Financial Management

• Organization of Financial Management
• Healthcare Financial Accounting
• Cost Accounting
• Reimbursement
• Working Capital
• Resource Allocation

• Case Study 1. Calculating Net Patient Services Revenue
• Case Study 2. Calculating Bad Debt Expense
• Case Study 3. Analyzing Financial Statements
• Case Study 4. Break-even Analysis for a Capitated Contract
• Case Study 5. Your Organization’s Path to the Second Curve: Integration and Transformation
• Case Study 6. Economic Order Quantity and Total Cost

Chapter 8: The Quality Imperative: Implementation

• Undertaking Process Improvement
• Other Improvement Methodologies
• Improvement and Problem Solving
• Statistical Process Control (SPC)
• Tools for Improvement
• Productivity and Productivity Improvement
• LIPs and CQI
• Patient and Staff Safety in Healthcare
• QI Methods Useful in Patient and Staff Safety
• Overlap of Patient and Staff Safety
• Sustainability

• Case Study 1. The Carbondale Clinic
• Case Study 2. Respiratory Pandemic and the Hospital
• Case Study 3. Infections—CLABSI
• Case Study 4. Sharps Injuries
• Case Study 5. Violence in the Workplace

Chapter 9: Communicating

• Communicating Is Key to Effective Stakeholder Relations Communication Process Model
• Barriers to Effective Communication
• Flow of Intraorganizational Communication
• Communicating with External Stakeholders
• Special Situations of Communicating with External Stakeholders
• Special Situations of Communicating with Internal Stakeholders

• Case Study 1. How Much Should We Say?
• Case Study 2. Getting Help When Needed
• Case Study 3. Adding Verbal Orders to Written Orders

PART III. THE APPLICATION

Chapter 10: Planning

• Strategizing and Systems Theory
• Strategizing and Planning
• The Strategizing Process
• Situational Analysis
• Internal Environmental Analysis
• External Environmental Analysis
• Formulating Strategy
• Implementing Strategy
• Strategic Control
• Strategic Marketing
• Core Concepts in Marketing
• Examples of Marketing Strategies
• Strategic Issues Management

• Case Study 1. No Time for Strategizing
• Case Study 2. A Response to Change
• Case Study 3. HSO Strategic Assessment

Chapter 11: Organizing

• Designing the Organization
• Culture and Values
• Theoretical Background
• Formal and Informal Organizations
• Designing Interorganizational Relationships
• The Triad of Key HSO Components
• Organization of Select HSOs
• Diversification in HSOs and HSs
• The HSO/HS Environment

• Case Study 1. The Clinical Staff
• Case Study 2. State Allocation Decisions—Centralize or Decentralize
• Case Study 3. Physicians’ Unprofessional Behavior
• Case Study 6. CEO Salary versus Patient Care

Chapter 12: Staffing

• Background
• Staffing
• HRM Activities
• Labor Relations Law and Unionization
• Self-service HR
• Foreign Workers
• Teams
• Virtual Workforce
• Social Media in the Workplace and in HR
• Personality Testing
• Outsourcing Some HRM

• Case Study 1. Today’s Workforce
• Case Study 2. The Photographer Who Posed as a Gynecologist
• Case Study 3. Doctor of Death
• Case Study 4. Let the Punishment Fit the Crime

Chapter 13: Directing

• Directing as Leading: Defined and Modeled
• Work of Managers
• Management Functions, Skills, Roles, and Competencies
• Managers and Leaders: Are They Different?
• Ethical Responsibilities of Leaders
• Power and Influence in Leading
• Motivation Defined and Modeled
• Conclusions About Power, Influence, and Motivation in Leading
• Approaches to Understanding Leadership
• Toward an Integrative Approach to Effective Leading

• Case Study 1. Healthcare Executives’ Responsibility to Their Communities
• Case Study 2. The Young Associate’s Dilemma
• Case Study 3. Ethical Aspects of Leadership
• Case Study 4. Reluctant Leader

Chapter 14: Controlling

• Monitoring (Control) and Intervention Points Control Model
• Levels of Control
• Control Considerations
• Control and CQI
• Control and Problem Solving
• Control and Information Systems
• RM and Quality Improvement
• Healthcare and Public Health Emergency Preparedness Control Methods
• Project Management

• Case Study 1. Centralized Printers
• Case Study 2. Healthcare Emergency Preparedness
• Case Study 6. Placing Imaging Services to Support ED Operations