With a focus on reframing the management and organization of healthcare, this thoughtful resource claims that care, cure, control, and community have to work together, within healthcare institutions and across them, to deliver quantity, quality, and equality simultaneously. --

This provocative appraisal unpacks commonly held beliefs about healthcare management and replaces them with practical strategies and realistic policy goals. Using Henry Mintzberg’s “Myths of Healthcare” as a springboard, it reveals management practices that undermine care delivery, explores their cultural and corporate origins, and details how they may be reversed through changes in management strategy, organization, scale, and style. Tackling conventional wisdom about decision-making, cost-effectiveness, service quality, and equity, contributors fine-tune concepts of mission and vision by promoting collaboration, engagement, and common sense. The book’s multidisciplinary panel of experts analyzes the most popular healthcare management “myths,” among them: · The healthcare system is failing. · The healthcare system can be fixed through social engineering. · Healthcare institutions can be fixed by bringing in the heroic leader. · The healthcare system can be fixed by treating it more as a business. · Healthcare is rightly left to the private sector, for the sake of efficiency. The Myths of Health Care speaks to a large, diverse audience: scholars of all levels interested in the research in health policy and management, graduate and under-graduate students attending courses in leadership and management of public sector organization, and practitioners in the field of health care.

A half century ago Peter Drucker put management on the map. Leadership has since pushed it off. Henry Mintzberg aims to restore management to its proper place: front and center. “We should be seeing managers as leaders.” Mintzberg writes, “and leadership as management practiced well.” This landmark book draws on Mintzberg's observations of twenty-nine managers, in business, government, health care, and the social sector, working in settings ranging from a refugee camp to a symphony orchestra. What he saw—the pressures, the action, the nuances, the blending—compelled him to describe managing as a practice, not a science or a profession, learned primarily through experience and rooted in context. But context cannot be seen in the usual way. Factors such as national culture and level in hierarchy, even personal style, turn out to have less influence than we have traditionally thought. Mintzberg looks at how to deal with some of the inescapable conundrums of managing, such as, How can you get in deep when there is so much pressure to get things done? How can you manage it when you can't reliably measure it? This book is vintage Mintzberg: iconoclastic, irreverent, carefully researched, myth-breaking. Managing may be the most revealing book yet written about what managers do, how they do it, and how they can do it better.

Is it really true that working longer hours makes you more successful? Do you really need to hide your emotions in order to gain respect as a manager? Does higher pay really always lead to higher performance? The world of management is blighted by fads, fiction and falsehoods. In Myths of Management, Cary Cooper and Stefan Stern take you on an entertaining journey through the most famous myths surrounding the much-written about topic of management. They debunk false assumptions, inject truth into over-simplifications and tackle damaging habits head-on. Fascinating insights from psychology, leadership theory and organizational behaviour provide you with a compelling and practical guide to avoid falling into the trap of cliché, misinformation and prejudice. This engaging read offers you authentic insights into the reality of work, drawn from extensive research and real-world business examples, to give you the essential knowledge you need to become a better manager. Whether cheesy, naïve or even destructive, management myths could be holding you back and stifling your team's potential. Myths of Management is the guide you need to become an enlightened manager.

Medical economist Kleinke criticizes the United States' managed health care system as a dismal failure for consumers. Long an advocate for market-based reform in the health care he argues that today's privatized system fails to resemble a true market in any meaningful sense, with far too many layers of bureaucracy standing between the health care consumer and the direct provider, the physician. He argues for a "streamlined" plan that will remove employers from the health care insurance and will allow consumers to purchase insurance plans with non-taxed income. c. Book News Inc.

Health care organizations are challenged to improve care at the bedside for patients, learn from individual patients to improve population health, and reduce per capita costs. To achieve these aims, leaders are needed in all parts of the organization need positive solutions. Transforming Health Care Leadership provides healthcare leaders with the knowledge and tools to master the unprecedented level of change that health care organizations and their leaders now face. It also challenges management myths that served in bureaucracies but mislead in learning organizations.