Organizational behavior and theory in healthcare : leadership perspectives and management applications

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	Front Matter
	Brief Contents
	Detailed Contents
	Preface
	Chapter 1: Organizational Behavior, Organizational Theory, and Their Importance in Healthcare
	Chapter 2: Theories of Managing People
	Chapter 3: Supporting Diversity, Equity, and Inclusion
	Chapter 4: Individual and Organizational Learning
	Chapter 5: Attitudes and Satisfaction
	Chapter 6: Individual and Organizational Values and Ethics
	Chapter 7: Individual and Organizational Motivation
	Chapter 8: Emotions, Moods, and Stress on the Job
	Chapter 9: Paradigms and Perceptions
	Chapter 10: Decision-Making
	Chapter 11: Creativity and Innovation
	Chapter 12: Group Behavior
	Chapter 13: Work Teams
	Chapter 14: Communication
	Chapter 15: Leadership Theories and Styles
	Chapter 16: Power, Politics, and Influence
	Chapter 17: Conflict Management and Negotiation
	Chapter 18: Organizational Design and Structure
	Chapter 19: Performance Management
	Chapter 20: Developing Employees Through Mentoring, Coaching, and Delegation
	Chapter 21: Organizational Culture
	Chapter 22: Human Resources Policies and Practices
	Chapter 23: Strategy and Change Management
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	Case 1: A Dilemma of Loyalties
	Case 2: Theranos and Elizabeth Holmes
	Case 3: The Injured Migrant Worker
	Case 4: The Overutilizing Orthopedist
	Case 5: The Busy Regional Vice President
	Case 6: Thalidomide and Grunenthal
	Case 7: Prospect Medical: Imperfect Incentives Drive Actions Not Consistent with Mission
	Case 8: Pegasus Health's Integration of Care
	Case 9: Purdue's Dilemma to Increase Sales
	Case 10: OrthoIndy
	Case 11: The New CEO
	Case 12: Liver Allocation
	Case 13: Letter from a Bereaved Mother
	Case 14: HealthT Seeks Healthier Employees
	Case 15: HealthSouth
	Case 16: FHP - Utah
	Case 17: Starting as CEO at Skyview Hospital
	Case 18: Director of Marketing Versus Operations
	Case 19: The Ogre and the Playroom
	Case 20: A Saudi Bid and I
	Case 21: A Proposed Merger Gone Bad: A Lack of Confidence in Leadership
	Case 22: Night Staffing and Job Commitment
	Case 23: Mike and the Walk-Around
	Case 24: Sakal's Dilemma
	Case 25: Sam's Deposit Recovery
	Case 26: Shannon's Extreme Uninsured Healthcare Costs
	Case 27: The Ethical Challenge of Treating Hepatitis C
	Case 28: Governance and Decision-Making in Hospital-Based Surgical Services
	Case 29: Mentoring, Coaching, and Delegating: Combating High Turnover and Poor Culture
	Appendix: Case Matrix
	Glossary
	Index
	About the Authors