Management of hospitals and health services : strategic issues and performance /
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| Main Author: | |
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| Other Authors: | |
| Format: | Book |
| Language: | English |
| Published: |
St. Louis :
C.V. Mosby Co.,
1990.
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| Edition: | 3rd ed. |
| Subjects: | |
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| LEADER | 06786pam a2200409 a 4500 | ||
|---|---|---|---|
| 001 | 002942997-8 | ||
| 005 | 20090712151221.0 | ||
| 008 | 891024s1990 moua b 00110 eng c | ||
| 010 | |a 89013513 | ||
| 020 | |a 0801660602 | ||
| 035 | 0 | |a ocm20637527 | |
| 040 | |a DNLM/DLC |c DLC |d DLC | ||
| 050 | 0 | 0 | |a RA971 |b .S36 1990 |
| 060 | 0 | |a WX 150 S389m | |
| 082 | 0 | 0 | |a 362.1/1/068 |2 20 |
| 100 | 1 | |a Schulz, Rockwell. | |
| 245 | 1 | 0 | |a Management of hospitals and health services : |b strategic issues and performance / |c Rockwell Schulz, Alton C. Johnson. |
| 250 | |a 3rd ed. | ||
| 260 | 0 | |a St. Louis : |b C.V. Mosby Co., |c 1990. | |
| 300 | |a xiii, 330 p. : |b ill. ; |c 25 cm. | ||
| 500 | |a Rev. ed. of: Management of hospitals. 2nd ed. c1983. | ||
| 504 | |a Includes bibliographical references. | ||
| 505 | 0 | |a Part I: Hospitals and health services management objectives in a rapidly changing environment -- 1. The growing importance of management to institutional, patient, and community health -- a. Stages in health services management -- b. Public health period: into the 1920s -- c. Physician period: 1930s into 1960s -- d. Hospital period: 1960s into 1990s -- e. Framework for a strategic management role to improve patient outcomes and community health -- 2: Health and the health system -- a. Inputs to health -- b. The health system -- c. Personal health care system -- d. Physical services -- e. Hospital services -- 3. Environmental pressures from cost controls and consolidation -- a. Are health care costs too high? -- b. Why are costs rising? -- c. Who pays and how do they try to control costs and quality? -- d. How are physicians paid? -- e. How are hospitals paid? -- f. How do payers control costs and quality of care? -- g. Future prospects for cost controls -- | |
| 505 | 0 | |a h. Implications of cost control on management of health services -- i. Consolidation of health services -- j. Investor-owned health systems -- k. Are horizontal, vertical, and for-profit consolidations beneficial? -- l. Implications of consolidation on management of health services -- Part II: Strategic management -- 4. Strategic management defined -- a. The concept of ultrastable equilibrium -- b. The strategic management process -- c. The major components of the strategic management process -- d. The role of the strategic manager -- e. Competencies -- 5. Strategy formulation -- a. Determining the mission, goals, and objectives -- b. Social responsibility -- c. Competitive position -- d. The SWOT analysis -- e. Strategies -- f. The strategy plan -- g. Grand strategies -- 6. Implementation processes -- a. Change -- b. Management initiatives -- c. Training -- d. Structure -- e. Resource deployment -- f. Policies -- g. Culture -- | |
| 505 | 0 | |a 7. Changing roles of the Chief Executive Officer with special emphasis on the evaluation/control process -- a. Role models-an overview -- b. Roles/processes -- c. Monitoring/evaluating/controlling -- Part III: Health services organization issues -- 8. Organizational arrangements of health services delivery systems -- a. Health service functions and the patient care systems -- b. Organizational design -- c. Joint ventures -- 9. Governance of health services organizations -- a. Functions of governing boards -- b. Structural characteristics of a governing board -- c. Who really controls hospitals and health services? -- d. Hospital performance seems to relate to accountability -- e. How does consumerism relate to governance? -- f. Board decision processes -- 10. Physicians -- a. Barriers to physician/management relationships -- b. Who are physicians? -- c. Who become physicians? -- d. What is the conditioning process of medical education? e. The physician surplus -- | |
| 505 | 0 | |a f. Organized medicine -- g. Hospital medical staff organization -- h. Corporate integration of physician services -- i. Management and physicians -- 11. Nursing -- a. Nursing in transition -- b. Issues in nursing -- c. Implications for management -- Part IV: Managerial functions and issues -- 12. Other health professionals and programs -- a. Other health professionals -- b. Management of professional services to patients -- 13. Functional managers -- a. Functional managers -- b. Computer systems-medical and management information systems-decision support systems -- c. Marketing -- d. Planning -- e. Human resources management - f. Materials management -- g. Risk management -- h. Public relations and volunteer services -- i. Consultants -- j. Management contracts -- k. Factors that might improve effectiveness of functional specialists -- 14. Management of access: an epidemiological approach to marketing -- a. Marketing and demarketing health services -- | |
| 505 | 0 | |a b. An epidemiological approach to marketing -- c. Marketing -- d. Epidemiology -- e. Managing access to care: balancing community and institutional health needs -- 15. Management of quality and costs -- a. Forces for more attention to quality -- b. Approaches to evaluating quality of care -- c. Methods for managing quality of physicians' services -- d. Management of quality or cost -- e. The bottom line and the rational manager -- 16. The management of human resources -- a. The nature of the human resources function -- Management's human resources tools -- 17. Managing conflict and labor management relations -- a. The nature of conflict -- b. Individual conflict -- c. Interpersonal conflict -- d. Group conflict -- e. The status of factor -- f. Client/organization conflict -- g. Mitigation of conflict -- h. Win/win strategies -- i. Action program for mitigation of conflict -- j. Participative management -- k. Managerial/organizational stress -- l. Collective bargaining -- | |
| 505 | 0 | |a m. Changing philosophies regarding unions -- n. Employees, managers, and unions -- o. Collective bargaining process -- p. Contract administration -- Part V. Future challenges, strategies, and ethics -- 18. Managerial performance and ethics for hospitals and health services into the twenty-first century -- a. Organization and management strategies for meeting future challenges to management -- b. Diseases of health services management -- c. Management of organizational decline -- d. An ethical framework for health services management -- e. Personal approaches to management | |
| 650 | 2 | |a Health Services Administration. | |
| 650 | 0 | |a Hospitals |x Administration. | |
| 650 | 0 | |a Health services administration. | |
| 650 | 2 | |a Hospital Administration. | |
| 700 | 1 | |a Johnson, Alton C. |q (Alton Cornelius), |d 1924- | |
| 700 | 1 | |a Schulz, Rockwell. |t Management of hospitals. | |
| 776 | 0 | 8 | |i Online version: |a Schulz, Rockwell. |t Management of hospitals and health services. |b 3rd ed. |d St. Louis : C.V. Mosby Co., 1990 |w (OCoLC)755234906 |
| 988 | |a 20020608 | ||
| 906 | |0 OCLC | ||