The Strategic Management of Health Care Organizations

Front Cover
John Wiley & Sons, 2013 M03 5 - 480 pages

A structured strategic management approach is what’s needed to tackle the revolutionary change the health care system has been experiencing. Today, health care organizations have almost universally embraced the strategic perspective first developed in the business sector and now have developed strategic management processes that are uniquely their own. Health care leaders have found that strategic thinking, planning, and managing strategic momentum are essential for coping with the dynamics of the health care industry. Strategic Management has become the single clearest manifestation of effective leadership of health care organizations.

The 7th edition of this leading text has been revised and updated to include a greater focus on the global analysis of industry and competition; and analysis of the internal environment.

It provides guidance on strategic planning, analysis of the health services environment (both internal and external) and lessons on implementation. It also looks at organizational capability, sustainability, CSR and the sources of organizational inertia and competency traps.

 

Selected pages

Contents

Preface
6
The Nature of Strategic Management
Understanding and Analyzing the General
The External Environment
Service Area Competitor Analysis
Internal Environmental Analysis
Directional Strategies
Strategies
Copyright

Common terms and phrases

accomplish achieve activities adaptive addition alternatives analysis approach appropriate assessment assets become cash Center Chapter clinical competencies competitive advantage competitors consumers continue cost create critical culture customers decision determine directional discussed effective employees environment environmental evaluation example Exhibit external facilities factors focus formulation functions future goals health care organizations hospital identified implementation important improve increase individuals industry integration internal involved issues Journal leaders leadership maintain market entry mission objectives operations organization’s organizational patients percent performance Perspective physicians planning plastic surgery position practices present procedures programs questions responsibility Review selected service area share Source specific strategic management strategic planning strategic thinking strategies strengths structure success understand units value-adding vision weaknesses

About the author (2013)

Peter M. Ginter is Professor of Health Care Organization and Policy in the School of Public Health and Senior Scientist in the Lister Hill Center for Health Policy at the University of Alabama at Birmingham.

W. Jack Duncan is Professor and University Scholar Emeritus in Management in the Graduate School of Management and Professor of Health Care Organization and Policy and Senior Scholar in the Lister Hill Center for Health Policy at the School of Public Health at the University of Alabama at Birmingham.

Linda E. Swayne is Professor, Department of Marketing in the Belk College of Business Administration and Co-Director of the Physicians' Management Institute at the University of North Carolina at Charlotte.

Bibliographic information

TitleThe Strategic Management of Health Care Organizations
AuthorPeter M. Ginter
Edition7, illustrated
PublisherJohn Wiley & Sons, 2013
ISBN1118466721, 9781118466728
Length480 pages
  
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