How physician executives and managers can become outstanding leaders in times of rapid change A Doody's Core Title for 2022! Written by authors who have more than sixty years of combined experience in healthcare, physician, and organizational leadership, this groundbreaking book is an innovative blueprint for overcoming the complex changes and challenges faced by leaders in today's healthcare environment. Rather than being a theoretic work, The Manual of Healthcare Leadership is intended to be a relevant, practical, and real-world guide that addresses the myriad organizational, regulatory,…mehr
How physician executives and managers can become outstanding leaders in times of rapid change A Doody's Core Title for 2022! Written by authors who have more than sixty years of combined experience in healthcare, physician, and organizational leadership, this groundbreaking book is an innovative blueprint for overcoming the complex changes and challenges faced by leaders in today's healthcare environment. Rather than being a theoretic work, The Manual of Healthcare Leadership is intended to be a relevant, practical, and real-world guide that addresses the myriad organizational, regulatory, budgetary, legal, staffing, educational, political, and social issues facing leaders in the healthcare industry. One of the primary goals of this book is to enable readers to maximize the performance of each staff member in the interest of collectively providing peerless healthcare to their service community. The strategies offered throughout the text include the "why, what, and how" necessary to solve specific problems and challenges encountered by healthcare managers and leaders. Instruction is provided not only with text, but with diagrams and other resources specifically designed to demonstrate sequential thinking and the progressive application of solutions. With this book in hand, healthcare leaders will be able to confidently select, train, guide, and assess their staff. They will also be able to negotiate, plan, resolve problems, manage change and crisis, and handle the thousand and one other challenges that come their way on a daily basis.
Donald Lombardi, MD (Boston, MA) is the Director and Industry Professor of the Stevens Healthcare Educational Partnership and the Academic Director of the Veterans Program at Stevens Institute of Technology. He also holds faculty appointments at Fordham University and Monmouth University.
Inhaltsangabe
Part 1: Core Management Skills for the Physician Leaders Chapter 1: Managing within a Progressive Healthcare Organization Healthcare Policy and Politics Healthcare Organizations: An Overview Governance Issues Strategic Planning The Law, Compliance, Regulatory and Accreditation Issues Healthcare Finance Managing Risk Healthcare Quality and Patient Safety Organizing Efficiency into Healthcare Ethical Challenges Negotiating Chapter 2: Building a High-Performance Team Interviewing and Hiring for Success Improving and Promoting Performance Excellence in Physicians Physician Contracting Medical Staff Operations: Credentialing and Privileging Teamwork and the Role of Physicians on Teams Chapter 3: Managing Data, Decisions and Development Using Data to Drive Performance All the Statistics You Need Motivation A Continuous Learning Approach Chapter 4: Maximizing Change, Culture and Crisis The Importance of Climate and Culture Part 2: Leadership Strategies for Physician Executive Roles Chapter 5: Establishing Pride, Accountability, Commitment and Trust Chapter 6: Practical and Proven Negotiation Strategies Chapter 7: Strategic Planning for the Real World of Healthcare Chapter 8: Performance Assessment, Evaluation and Re-Direction Part 3: Communication Practices for Physician Executives Chapter 9:- Communicating with Your Boss and Your Board What Board Chairmen want Physician Leaders to Know Chapter 10: Collaborating Constructively with Your CEO and Fellow Executives Chapter 11: Effectively Communicating with External Constituents What Health Plan Executives want Physician Leaders to Know How to run Community Forums in your Patient Community What Nursing Home Administrators want Physician Leaders to Know What Hospital Attorneys want Physician Leaders to Know What Other Physician Executives want Physician Leaders to Know What Nurses want Physician Leaders to Know Chapter 12: Patient-Physician-Office Communication The (NJ) 20 Biggest Complaints of customers/patients and how to resolve them. Dynamics of change and medical office communication stress reduction strategy Part 4: Integrative Case Studies Four case studies, each one representing a separate chapter, which uses one of the four case exemplars to emphasize the lessons in the book, including elucidation of: -- Advancing a Program -- Physician Behavior and Performance Issues -- Motivating Your Team and Challenges to Teamwork
Part 1: Core Management Skills for the Physician Leaders Chapter 1: Managing within a Progressive Healthcare Organization Healthcare Policy and Politics Healthcare Organizations: An Overview Governance Issues Strategic Planning The Law, Compliance, Regulatory and Accreditation Issues Healthcare Finance Managing Risk Healthcare Quality and Patient Safety Organizing Efficiency into Healthcare Ethical Challenges Negotiating Chapter 2: Building a High-Performance Team Interviewing and Hiring for Success Improving and Promoting Performance Excellence in Physicians Physician Contracting Medical Staff Operations: Credentialing and Privileging Teamwork and the Role of Physicians on Teams Chapter 3: Managing Data, Decisions and Development Using Data to Drive Performance All the Statistics You Need Motivation A Continuous Learning Approach Chapter 4: Maximizing Change, Culture and Crisis The Importance of Climate and Culture Part 2: Leadership Strategies for Physician Executive Roles Chapter 5: Establishing Pride, Accountability, Commitment and Trust Chapter 6: Practical and Proven Negotiation Strategies Chapter 7: Strategic Planning for the Real World of Healthcare Chapter 8: Performance Assessment, Evaluation and Re-Direction Part 3: Communication Practices for Physician Executives Chapter 9:- Communicating with Your Boss and Your Board What Board Chairmen want Physician Leaders to Know Chapter 10: Collaborating Constructively with Your CEO and Fellow Executives Chapter 11: Effectively Communicating with External Constituents What Health Plan Executives want Physician Leaders to Know How to run Community Forums in your Patient Community What Nursing Home Administrators want Physician Leaders to Know What Hospital Attorneys want Physician Leaders to Know What Other Physician Executives want Physician Leaders to Know What Nurses want Physician Leaders to Know Chapter 12: Patient-Physician-Office Communication The (NJ) 20 Biggest Complaints of customers/patients and how to resolve them. Dynamics of change and medical office communication stress reduction strategy Part 4: Integrative Case Studies Four case studies, each one representing a separate chapter, which uses one of the four case exemplars to emphasize the lessons in the book, including elucidation of: -- Advancing a Program -- Physician Behavior and Performance Issues -- Motivating Your Team and Challenges to Teamwork
Es gelten unsere Allgemeinen Geschäftsbedingungen: www.buecher.de/agb
Impressum
www.buecher.de ist ein Shop der buecher.de GmbH & Co. KG Bürgermeister-Wegele-Str. 12, 86167 Augsburg Amtsgericht Augsburg HRA 13309