A comprehensive guide to effective strategic management of health care organizations. Strategic Management of Health Care Organizations provides essential guidance for leading health care organizations through strategic management. This structured approach to strategic management examines the processes of strategic thinking, consensus building and documentation of that thinking into a strategic plan, and creating and maintaining strategic momentum – all essential for coping with the rapidly evolving health care industry. Strategic Management of Health Care Organizations fully explains how strategic managers must become strategic thinkers with the ability to evaluate a changing industry, analyze data, question assumptions, and develop new ideas. The book guides readers through the strategic planning process demonstrating how to incorporate strategic thinking and create and document a clear and coherent plan of action. In addition, the all-important processes of creating and maintaining the strategic momentum of the organization are fully described. Finally, the text demonstrates how strategic managers in carrying out the strategic plan, must evaluate its success, learn more about what works, and incorporate new strategic thinking into operations and subsequent planning. This strategic management approach has become the de facto standard for health care management as leadership and strategic management are more critical than ever in coping with an industry in flux. This book provides heath care management students as well as health care administrators with foundational guidance on strategic management concepts and practices, tailored to the unique needs of the health care industry. Included are a clear discussion of health services external analysis, organizational internal analysis, the development of directional strategies, strategy alternative identification and evaluation, and the development and management of implementation strategies providing an informative and insightful resource for anyone in the field. This new eighth edition has been fully updated to reflect new insights into strategic thinking, new methods to conceptualize and document critical environmental issues, practical steps for carrying out each of the strategic management processes, industry and management essentials for strategic thinkers , and new case studies for applying the strategic management processes. More specifically, readers of this edition will be able to: Create a process for developing a strategic plan for a health care organization. Map and analyze external issues, trends, and events in the general environment, the health care system, and the service area. Conduct a comprehensive service area competitor analysis. Perform an internal analysis and determine the competitive advantages and competitive disadvantages. Develop directional strategies. Identify strategic alternatives and make rational strategic decisions for a health care organization. Develop a comprehensive strategy for a health care organization. Create effective value-adding service delivery and support strategies. Translate service delivery and support plans into specific action plans. The health care industry’s revolutionary change remains ongoing and organizational success depends on leadership. Strategic management has become the single clearest manifestation of effective leadership of health care organizations and the strategic management framework’s strengths are needed now more than ever. The Strategic Management of Health Care Organizations provides comprehensive guidance and up-to-date practices to help leaders keep their organizations on track.

Never before have individual healthcare organizations have a greater demand to understand the importance of strategic management. Healthcare is in a state of flux, with costs spiraling out of control, and is quickly approaching an inflection point of radical transformation. We, as administrators of individual healthcare organizations, are encroaching on a critical crossroad in healthcare. Expectations persist for the continued pace improvement in medical services and products while constrained resources and tightening budgets are limiting our ability to be everything to all people. In other words, healthcare organizations cannot sustain its continual progress if every organization tackles the broad set of healthcare needs. Governments must decide how best the appropriate funds and other resources to effectively implement health policies across multiple competing and complementary domains. Research institutions must select and exploit specific opportunities that carefully balance centers of excellence, foster collaborative research streams, and engage the academic community for both individual and interdisciplinary advancements. Hospitals must make critical strategic decisions relative to the needs of the community, market demands, and the future direction of the institution. The critical question and need is: how do healthcare leaders derive and make critical strategic decisions that can sustain and support continued growth relative to the constantly changing ecosystem? The purpose of this book is to provide healthcare leaders a blueprint to define a clear strategy for their organization and execute it effectively. This book is bifurcated into two sections. The first section provides the basic tenants of business strategy presented in the context of healthcare settings. We provide the guidance necessary to first formulate and frame a strategic vision given both internal and external influences. We also provide insight into converting the strategic vision into the myriad day-to-day decisions. The second section of the book focuses on healthcare specific considerations that are critical to strategic management. Included topics are the impact of strategy in the face of changing regulatory environments, strategic development in the context of the larger organization, and the impact of strategies relative to mergers, acquisitions, and consolidation.

Doctors, scientists, and patients have long grappled with the dubious nature of “certainty” in medical practice. To help navigate the chaos caused by ongoing bodily change we rely on scientific reductions and deductions. We take what we know now and make best guesses about what will be. But bodies in flux always outpace the human gaze. Particularly in cancer care, processes deep within our bodies are at work long before we even know where to look. In the face of constant biological and technological change, how do medical professionals ultimately make decisions about care? Bodies in Flux explores the inventive ways humans and nonhumans work together to manufacture medical evidence. Each chapter draws on rhetorical theory to investigate a specific scientific method for negotiating medical uncertainty in cancer care, including evidential visualization, assessment, synthesis, and computation. Case studies unveil how doctors rely on visuals when deliberating about a patient’s treatment options, how members of the FDA use inferential statistics to predict a drug’s effectiveness, how researchers synthesize hundreds of clinical trials into a single evidence-based recommendation, and how genetic testing companies compute and commoditize human health. Teston concludes by advocating for an ethic of care that pushes back against the fetishization of certainty—an ethic of care that honors human fragility and bodily flux.

This book takes stock of the diverse and divergent welfare trajectories of postsocialist countries across central and eastern Europe and the former Soviet Union. Authors from different disciplines address key aspects of social protection including health care, poverty reduction measures, labor market policies, pension systems, and child welfare.

As our nation enters a new era of medical science that offers the real prospect of personalized health care, we will be confronted by an increasingly complex array of health care options and decisions. The Learning Healthcare System considers how health care is structured to develop and to apply evidence-from health profession training and infrastructure development to advances in research methodology, patient engagement, payment schemes, and measurement-and highlights opportunities for the creation of a sustainable learning health care system that gets the right care to people when they need it and then captures the results for improvement. This book will be of primary interest to hospital and insurance industry administrators, health care providers, those who train and educate health workers, researchers, and policymakers. The Learning Healthcare System is the first in a series that will focus on issues important to improving the development and application of evidence in health care decision making. The Roundtable on Evidence-Based Medicine serves as a neutral venue for cooperative work among key stakeholders on several dimensions: to help transform the availability and use of the best evidence for the collaborative health care choices of each patient and provider; to drive the process of discovery as a natural outgrowth of patient care; and, ultimately, to ensure innovation, quality, safety, and value in health care.