Search results1 – 10 of 150
As we challenged you at the outset, our hope with this book was to do more than inform you. Rather we hope that it will catalyze you to think and act in transformational…
As we challenged you at the outset, our hope with this book was to do more than inform you. Rather we hope that it will catalyze you to think and act in transformational ways as you address the complex, yet delicate world of healthcare. The tapestry of ideas presented on these pages pulls you through multiple perspectives and healthcare venues big and small. They address revised views on common practice, reframe long-standing management principles, and push at the very edge of how we can continue to make healthcare a healthy and vibrant organizational experience.
Health care organizations provide a unique and insightful microcosm of the many larger challenges health care systems face around the world. To improve our health care…
Health care organizations provide a unique and insightful microcosm of the many larger challenges health care systems face around the world. To improve our health care industry, one has to first improve the internal health and well-being of the organizations that deliver care every day. In other words, to become a high-functioning industry, the organization has to become healthy first (Lovey, Nadkarni, & Erdelyi, 2007). This book has been crafted to catalyze this journey of creating healthy and vibrant health care organizations through proven strategies and evidence-based practices and in doing so have some part in transforming our global health care industry.
As Ovid said, “There is nothing in the whole world which is permanent.” It is this very premise that frames the discoveries in this chapter and the compelling paradox it…
As Ovid said, “There is nothing in the whole world which is permanent.” It is this very premise that frames the discoveries in this chapter and the compelling paradox it has raised. What began as a question of how performance is sustained, unveiled a collection of core organizational paradoxes. The findings ultimately suggest that sustained high performance is not a permanent state an organization achieves, but rather it is through perpetual movement and dynamic balance that sustainability occurs.
The idea of sustainability as movement is predicated on the ability of organizational members to move beyond the experience of paradox as an impediment to progress. Through holding three critical “movements” – agile/consistency, collective/individualism, and informative/inquiry – not as paradoxical, but as active polarities, the organizations in the study were able to transcend paradox, and take active steps to continuous achievement in outperforming their peers. The study, focused on a collection of hospitals across the Unites States, reveals powerful stories of care and service, of the profound grace of human capacity, and of clear actions taken to create significant results. All of this was achieved in an environment of great volatility, in essence an unbalanced system. It was the discovery of movement and ultimately of dynamic balancing that allowed the organizations to in this study to move beyond stasis to the continuous “state” of sustaining high performance.
Advances in Health Care Management (AHCM) is a research annual that publishes state-of-the-art reviews and research on special topics in the field of health care management. As conceived by the founding coeditors, John D. Blair (Texas Tech University), Myron D. Fottler (University of Central Florida), and Grant T. Savage (University of Alabama at Birmingham), and as originally commissioned by JAI Press, AHCM provides a forum for leading research on health care management. Volumes 1–3 offer reviews of the field, research on selected topics, and best papers from the Health Care Management Division of the Academy of Management. In contrast, volumes 4–7 focus on a range of special topics, from bioterrorism to international health care management to entrepreneurship to patient safety.
It is widely acknowledged that the delivery of health care has been made more complex by a number of factors including technology, information, organizational…
It is widely acknowledged that the delivery of health care has been made more complex by a number of factors including technology, information, organizational arrangements, and the increasing burden of chronic illness. This increase in complexity has underscored the need for more effective teamwork and working relationships among health care providers. Although professional education groups such as the Accreditation Council for Graduate Medical Education (ACGME) have mandated competencies such as “work effectively as a member or leader of a health care team or other professional group” since at least 2007, it is clear from both research and anecdotal accounts that there is still room for significant development in this area.
Health care in the United States is on the verge of substantial change. Health reform legislation, and the goals it seeks to pursue, are likely to drive transformational…
Health care in the United States is on the verge of substantial change. Health reform legislation, and the goals it seeks to pursue, are likely to drive transformational change across many corners of the health care system. Preparing for and navigating these changes will, in turn, require health care leaders to learn new approaches to many of the core parts of their jobs (Clark, Savitz, & Pingree, 2010; Shortell & Casalino, 2010). The sheer magnitude of change and uncertainty also seems a likely driver of the uptick in CEO retirement, which rose almost to an annual rate of 18% in 2009, the highest rate increase since the American College of Health care Executives began tracking the statistic in 1981 (American College of Healthcare Executives, 2010). Taken together, these trends suggest the need for leadership development and succession planning has never been greater.