Health Services Management: A Case Study Approach

Title Page
Copyright
Brief Contents
Detailed Contents
Preface to the 12th Edition
Reflections on the 12th Edition: An Interview with Anthony R. Kovner
Introduction to the Case Study Approach
	A Short History of the Case Method of Teaching
	Learning Through the Case Method
	Searching the Literature of Health Services Management
	Evidence-Based Management
	Overview: Managerial Predicaments
	Dedication
Foundations: Becoming a Manager: Who Am I?
	Introduction to Cases
		Case 1. The First Day
		Case 2. Now What?
		Case 3. What Then?
		Case 4. Facing Reality in a New Job
Part I—Values and Culture: Who Are We?
	Introduction to Cases
		Case 5. Confronting Racism at Franklinville Regional Medical Center
		Case 6. Disparities in Care at Southern Regional Health System
		Case 7. Scratching the Surface: Increasing Diversity and Inclusion at Midwest General
		Case 8. What’s in a Name?
		Case 9. Doing the Right Thing When the Financials Do Not Support Palliative Care
		Case 10. Managed Care Cautionary Tale: A Case Study in Risk Adjustment and Patient Dumping
		Case 11. Herding CATS: Virtual Work and Its Impact on Culture
		Case 12. Reflections on a Conference on the Future of Health Services Management Education
		Case 13. Patients and Data Privacy
		Case 14. Saving Primary Care in Vancouver
		Case 15. Challenges for Mammoth Health System: Becoming the Best Around
		Case 16. Moving the Needle: Managing Safe Patient Flow at Yale New Haven Hospital
		Case 17, Part 1: What More Evidence Do You Need?
		Case 17, Part 2: More Evidence—The Example of Inappropriate Admissions
		Case 18. Implementing the Office of Patient and Customer Experience at Northwell Health
Part II—Focus: What Game Are We Playing?
	Introduction to Cases
		Case 19. Shoes for the Shoemaker
		Case 20. The Art of Being Nimble: Pivoting from Pediatric Care to Adult Care in Response to the COVID-19 Pandemic
		Case 21. A New Look?
		Case 22. Patient Exodus at Sycamore Health: Working with Patient and Family Advisory Councils
		Case 23. What Benefits the Community?
		Case 24. Refocusing the Community Health Needs Assessment
		Case 25. Who Should Be Part of the Team? Considering the Inclusion of Family Caregivers
		Case 26. Doctors and the Capital Budget
		Case 27. Where the Rubber Hits the Road: Physician–Perkins Hospital Relationships
		Case 28. The Complaining Doctor and Ambulatory Care
		Case 29. Food-for-All: How Can a Pilot Project Lead to a Sustainable Population Health Improvement Program?
		Case 30. Engaging Physicians in a Value-Based Contracting Decision at Bay City Clinic
		Case 31. Measuring Systematic Change Across One Health Economy in London
Part III—Performance Assessment: How Are We Doing?
	Introduction to Cases
		Case 32. Should XYZ Healthcare Organization Make the Baldrige Journey?
		Case 33. Letter to the CEO
		Case 34. When Innovation Leads to Crisis
		Case 35. Sharing Information at Tenson County Health Department: Creating and Implementing a Dashboard
		Case 36. Whose Performance?
		Case 37. Financial Reporting to the Board
		Case 38. The Mission of MercyCare
		Case 39. Whose Hospital?
		Case 40. CEO Compensation: How Much Is Too Much?
		Case 41. Reducing Healthcare-Associated Infections at Academic Medical Center: The Role of High-Performance Work Practices
		Case 42. Coordination of Cancer Care: Notes from a Pancreatic Cancer Patient
		Case 43. Dr. Fisher’s Patient
		Case 44. Public Enemy Number One: COVID-19 at Spanish Trail Hospital
Part IV—Authority/Responsibility: Who Decides?
	Introduction to Cases
		Case 45. Conflict in the Office
		Case 46. The Search Begins for the Next Faculty Practice Administrator for the Department of Surgery
		Case 47. Burnout at Dakota Hospital South
		Case 48. The Associate Director and the Controllers
		Case 49. More Changes to Consider: Returning to Work After a Pandemic
		Case 50. Annual Performance Evaluation: Can You Coach Kindness?
		Case 51. Reimagining Primary Care at Northcoast
		Case 52. Matrix or Mess? The Matrix Management Challenge
		Case 53. Improving Organizational Development in Health Services
		Case 54. Controlling Revolution Health: Management Ownership
Index
About the Editors
About the Contributors
Back Cover