Health Services Management: Cases, Readings, and Commentary, Tenth Edition Ann Scheck McAlearney, ScD Anthony R. Kovner, PhD. Draft Table of Contents
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1 Health Services Management: Cases, Readings, and, Tenth Edition, ScD, PhD Preface to the Tenth Edition Reflections on 35 Years and 10 Editions Duncan Neuhauser Draft Table of Contents A Short History of the Case Method of Teaching Karen Schachter Weingrod and Duncan Neuhauser Learning Through the Case Method How to Retrieve Journal Articles from the Internet A Guide for Students Overview Part I: ROLE OF THE MANAGER Evidence-Based Management Reconsidered and Thomas Rundall Case A Case B Case C Short Case 1 Short Case 2 A New Faculty Practice Administrator for the Department of Surgery* David M. Kaplan and The Associate Director and the Controllers Now What? Nowhere Job David Melman Manager Morale at Uptown Hospital Sophia Agoritsas Short Case 3 A Sure Thing David M. Kaplan and Working Draft Foundation of the American College of Healthcare Executives
2 Short Case 4 Short Case 5 Short Case 6 The First Day Conflict in the Office** Ramya Rao and Annual Performance Evaluation: Can You Coach Kindness? Part II: CONTROL Finding the Frontier of Hospital Management John Griffith Case D Case E Case F Short Case 7 Short Case 8 Short Case 9 Short Case 10 Short Case 11 Moving the Needle: Managing Safe Patient Flow at YNHH** Richard D Aquila, Peter Follows, Michael Zaccagnino, and Anthony R. Kovner Reducing Infection Rates in Healthcare Organizations: Focusing on People** Julie Robbins and Controlling Performance Management** Jacob Victory Sparks Medical Center and the Board of Trustees Ergonomics in Practice J. Mac Crawford and Financial Reporting to the Board Handoffs in Patient Care** Brian Hilligoss An Information Technology Implementation Challenge** Working Draft Foundation of the American College of Healthcare Executives
3 Part III: ORGANIZATIONAL DESIGN Hospital-Affiliated and Hospital-Owned Retail Clinics: Strategic Opportunities and Operational Challenges** Amer Kaissi Case G Case H Case I Short Case 12 Short Case 13 Short Case 14 Short Case 15 Improving Organizational Development in Health Services and Rebecca Schmale The American Heart Institute** Sofia Agoritsas and Selling an Evidence-Based Design for Waterford Hospital Nathan Burt and System Redesign to Implement an Accountable Care Organization** David Muhlestein and Integrating Rehabilitation Services into the Visiting Nurse Service of America Jacob Victory A Department Administrator s Dilemma** David M. Kaplan Matrix or Mess? Part IV: PROFESSIONAL INTEGRATION Why Hospitals Don t Learn From Failures. Organizational and Psychological Dynamics That Inhibit System Change** Anita L. Tucker and Amy C. Edmonson Case J Where the Rubber Hits the Road: Physician-Phelps Hospital Relationships** Working Draft Foundation of the American College of Healthcare Executives
4 Case K Case L Short Case 16 Short Case 17 Short Case 18 Short Case 19 Short Case 20 Getting from Good to Great: Nursing and Patient Care** Wilhelmina Manzano and It s a Balancing Act: Improving Clinical Operations at Blackwell Medical Center** Complaining Doctor and Ambulatory Care Doctors and Capital Budget Doctors and a New Medical Day Care Program for the Terminally Ill Average Length of Stay Managing Relationships: Taking Care of Your Nurses* Part V: ADAPTATION Strategic Cycling: Shaking Complacency in Healthcare Strategic Planning Jim Begun and Kathleen B. Heatwole Case M Case N Challenges for Mammoth Health System: Becoming the Best** An Investment Decision at Central Med Health System Emily Allinder, Jason Dopoulos, Breanne Taylor, David Reisman, Erick Vidmar, Jason Waibel, and Case O Cultural Competency at Marion County Health Center ** Maria Jorina and Short Case 21 Short Case 22 The New Chief of Ob-Gyn To Sell or Not to Sell Working Draft Foundation of the American College of Healthcare Executives
5 Short Case 23 Short Case 24 Short Case 25 A New Look? and Sarah M. Roesch Disparities in Care at Southern Regional Health System A Patient-Centered Medical Home at Twin Rivers?** David Muhlestein and Part VI: ACCOUNTABILITY Defining and Evaluating Excellence in Patient-Centered Care** Patrick A. Charmel Interview with Patrick Charmel Stephen O Connor Case P Case Q Case R Short Case 26 Short Case 27 Short Case 28 Short Case 29 Short Case 30 Letter to the CEO Anonymous Whose Hospital? What More Evidence Do You Need?** The Conflicted HMO Manager What Benefits the Community?** Paula H. Song and CEO Compensation: How Much is Too Much?** Paula H. Song A Real Story of a Patient s Experience in Vancouver** Caroline Wang What s in a Name? and Sarah M. Roesch Working Draft Foundation of the American College of Healthcare Executives
6 Short Case 31 Patient Satisfaction in an Inner-City Hospital Claudia Caine and Index About the Contributors About the Editors Working Draft Foundation of the American College of Healthcare Executives
Chapter 1. Evidence-Based Management: The Basic Principles... 3 Eric Barends, Denise M. Rousseau, and Rob B. Briner
BRIEF CONTENTS Foreword David Blumenthal...xix Acknowledgments...xxi An Introduction Anthony R. Kovner and Thomas D Aunno...xxiii Part I Overview Chapter 1. Evidence-Based Management: The Basic Principles...
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