Case Studies In Organizational Behavior And Theory For Health Care

This compendium of 35 case studies examines managerial and organizational behavior concepts put to practice in everyday, real-world healthcare settings. Through these cases, students will gain skills, confidence, and a clear understanding of the application of theory. This is one of the few collections that offers case studies specific to the theories of organizational behavior, within the healthcare setting. Case studies topics include chapters such as "' I Don't Want to Get Fired, But...", "Readiness and Change Management During Electronic Medical Records Adoption", " Joint Patient Liaison Office: Building a Streamlined Unit", "The Tardy Drama Queen", "It's Just Not Fair!", "When Increased Diversity Improves Team Performance", "Whose Patient Is It? ", " Managing Organizational Growth during a Time of Downsizing", "Working Toward Collaborative Care", " The Struggle for Power at Midwest Hospital System", "Conflict at the Academic Medical Center: Productivity Levels", " EMR System: A Blessing or A Curse?", "The New Manager's Challenge", and much more.

Organizational Behavior, Theory, and Design, Third Edition was written to provide health services administration students, managers, and other professionals with an in-depth analysis of the theories and concepts of organizational behavior and organization theory while embracing the uniqueness and complexity of the healthcare industry. Using an applied focus, this book provides a clear and concise overview of the essential topics in organizational behavior and organization theory from the healthcare manager’s perspective. The Third Edition offers: - New case studies throughout underscore key theories and concepts and illustrate practical application in the current health delivery environment - In-depth discussion of the industry’s redesign of health services offers a major focus on patient safety and quality, centeredness, and consumerism. - Current examples reflect changes in the environment due to health reform initiatives. - And more.

Organizational Behavior in Health Care, Fourth Edition is specifically written for health care managers who are on the front lines every day, motivating and leading others in a constantly changing, complex environment. Uniquely addressing organizational behavior theories and issues within the healthcare industry, this comprehensive textbook not only offers in-depth discussion of the relevant topics, such as leadership, motivation, conflict, group dynamics, change, and more, it provides students with practical application through the use of numerous case studies and vignettes. Thoroughly updated, the Fourth Edition offers: - Two chapters addressing demographic shifts and cultural competency and their importance for ensuring the delivery of high quality care (Ch. 2 & 3) - New chapter on change management and managing resistance to change. - New and updated content (modern theories of leadership, teaming, etc), and case studies throughout.

Due to the vast size and complexity of the U.S. health care system--the nation's largest employer--health care managers face a myriad of unique challenges such as labor shortages, caring for the uninsured, cost control, and quality improvement. Organizational Behavior, Theory, and Design, Second Edition was written to provide health services administration students, managers, and other professionals with an in-depth analysis of the theories and concepts of organizational behavior and organization theory while embracing the uniqueness and complexity of the healthcare industry. Using an applied focus, this book provides a clear and concise overview of the essential topics in organizational behavior and organization theory from the healthcare manager's perspective.

Instructor Resources: Test bank, PowerPoint slides, answer guides to discussion questions, and case study guidelines. In the dynamic and demanding field of healthcare, managers face a unique set of challenges. They lead complex organizations characterized by ever-changing relationships and reporting structures. They interact daily with personnel representing multiple specialties and different professional cultures. To be successful, healthcare leaders must be able to manage these complicated relationships. This book explores theories of organizational design, leadership, and management and the social psychology of organizations as they apply to healthcare. The author, drawing on years of experience as a hospital CEO, uses real-world scenarios to illustrate the management practices that enhance organizational effectiveness and efficiency. Through chapter cases, activities, and questions that reinforce essential concepts, readers will gain an understanding of not only theory but also how the interrelationships of people, organizations, and structures drive the success of a healthcare organization. Organizational Behavior and Theory in Healthcare provides in-depth coverage of the following concepts and more: Theories of managing people Individual and organizational ethics and values Emotions and stress on the job Attitudes and perceptions Power and influence Leadership styles and their application Organizational culture Decision making and problem solving Group dynamics and teams Managing diversity Conflict management and negotiation Organizational design Strategy and change management The comprehensive content is divided into 20 chapters, each dedicated to a specific topic, allowing instructors to adapt the book easily to their course. A listing of healthcare administration competencies by chapter assists instructors in creating a competency-based curriculum.

This book thoroughly examines organization theory, organization behavior, and organization development in the unique context of the healthcare setting. Each section contains key chapters that address foundations, research, and new directions in these domains.

This volume provides theory and research on organizational change and predominantly features the application of these ideas to the health care domain, broadly defined. It addresses enduring issues in advancing to an effective health care system. The aim of this book is to offer an accessible and readable text aimed at provoking thought and questioning, and aiding creativity. It proffers arguments and ideas which are firmly based in empirical data and evidence, so that the reader may make informed personal evaluations. This book is designed to furnish a comprehensive theoretical basis for understanding organizational change in health care, as well as selected core issues of contemporary and future importance to the provision of effective care within sustainable systems. A series of coherent themes are addressed throughout the book from differing perspectives. However, every chapter has been written to standalone and be read independently. Each offers resources relevant to its’ focal topic, in the form of references, case studies and critique. Setting out a future research agenda, the book will be vital reading for organizational change researchers and practitioners in the healthcare industry.