American College of Healthcare Executives



10477513716000Transition GuideEssentials of Healthcare Management: Cases, Concepts, and Skills, ed. 2Leigh W. Cellucci, Michael R. Meacham, and Tracy J. FarnsworthMarch 2019This introductory book is for those preparing for entry- or midlevel healthcare management jobs. It provides a knowledge base and develops aptitude in interpersonal skills such as leadership, professionalism, communication, and teamwork, as well as in business skills such as finance, human resources management, strategy, and marketing. The book is rich with compelling case studies depicting true events and situations. Every chapter opens with a case study to promote experiential learning and to anchor the chapter’s subsequent coverage of theories and concepts. Wrapping up every chapter, mini-case studies give students the opportunity to apply the theories and concepts covered. End-of-chapter questions and exercises are equally well suited for in-class discussion or team assignments. Changes in the Second EditionOriginally published as Essential Techniques for Healthcare Managers, this book is an extensive update. All chapters are either brand-new or have been significantly restructured or revised (see detailed information in the chart below).Now aligned with the competency categorization developed by the Healthcare Leadership Alliance.Each of the three major parts of the book is introduced with a long, in-depth case study that instructors can use to highlight the significance of the material addressed in the part’s chapters.A list of Important Terms introduces every chapter to highlight the chapter’s major topics.Points to Remember summarize the main concepts of every chapter.Challenge Yourself questions serve as a framework for student reflection on the material.Chapters have been added, restructured, or revised as follows:ChapterChapter TitleNew Material1A Brief History of the Development of Healthcare in AmericaEntirely new chapter that presents the evolving US healthcare system and the importance of germ theory to the development of the system. It also explains the history of health insurance and notes how public policy affects the healthcare system.2Health Policy: Cost, Quality, and AccessEntirely new chapter. This chapter builds upon the themes introduced in Chapter 1 and furthers the discussion about the interrelationship of cost, quality, and access in the US healthcare system. Moreover, it shows why health policy and current and historical cost trends are important for healthcare managers to understand.3The Healthcare System TodayEntirely new chapter. This chapter addresses the US healthcare system’s different structures and purpose. It describes the migration of care from inpatient to outpatient and the differences between settings. Also, it introduces the student to how healthcare is financed.4Medical and Healthcare EnvironmentsEntirely new chapter. This chapter builds upon Chapter 3 as it elaborates upon the various sites of healthcare practice and explains care coordination and population health management. It also describes the growing trend of interprofessionalism and underscores the need for interprofessional clinical practice, with the patient an active member of the care team.5Leadership and Managing ChangeRestructure of Ch. 6 “Change is Constant” and Ch. 12 “Leadership” with elaboration on leadership models based on competencies. 6A Member of the ProfessionRestructures and combines Ch. 1 “The Rise of Scientific Healthcare Management” and Ch. 4 “Cultural Diversity” with further attention on professionalism and healthcare management.7Communication and Relationship ManagementRestructures and combines Ch. 8 “Communication” and Ch. 11 “Managing Conflict” with more development of the significance of emotional intelligence for effective management.8Teamwork and CollaborationRevision of Ch. 7 “Teamwork” with an extensive interview with a leader in medical management and enhanced discussion of how peer review and teamwork help bring about better patient care.9Execution: Getting Things Done with Decision-Making, Delegation, and Time ManagementRestructure of Ch. 5 “Decision Making,” Ch. 9 “Delegation,” and Ch. 13 “Time Management” with the focus on how healthcare managers may accomplish tasks well and in a timely manner while they create and sustain work/life balance.10Ethics and LawRestructure of Ch. 3 “Ethics” and Ch. 16 “Legal Issues” with elaboration on the ethical principles that influence ethical decision-making and legal requirements.11Healthcare Finance and BudgetingRevision of Ch. 14 “Budgeting.” Discusses sources of healthcare funding and insurance (both public and private) and budgeting issues.12Human Resource ManagementRevision of Ch. 10 “Hiring, Motivating, Evaluating, and Terminating Staff” with attention directed to basic principles of federal laws pertaining to human resources and employee rights and responsibilities in the workplace.13Strategic Planning and MarketingEntirely new chapter that explains the significance of strategic management with the focus on the strategic planning process and the use of different planning models. Chapter uses healthcare marketing to illustrate strategic planning and highlights the importance of strategy’s alignment with the organization’s mission, vision, and values. 14Assessing Quality in Health Service Delivery and ManagementRevision (significant) of Ch. 15 “Program Assessment” that explains and applies the three-step approach to assessment while emphasizing the importance of benchmarking and best practices. In addition, chapter describes program assessment tools used in both management and clinical settings.15Health InformaticsEntirely new chapter that describes health informatics and explains the history of health information technology adoption and implementation in the US. It also explains how health information technology supports organizational goals and examines the benefits and issues surrounding health information technologies. ................
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