Cases in Health Services Management

Cases in Health Services Management

$69.99

Cases in Health Services Management Fifth Edition

ISBN 978-1-932529-59-3
464 pages
6 x 9 papercover
© 2010

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Health services management students need more preparation than ever to solve the problems they will confront in the increasingly complex health services environment. Cases in Health Services Management, Fifth Edition presents 28 challenging cases (10 new to this edition) that address pivotal issues students will encounter as administrators and managers: quality improvement, strategic planning, ethical dilemmas, organizational dynamics, cost-benefit analyses, resource utilization, and more.

Students can hone their management acumen with real-life cases examples like these:

  • When an advance in medical technology significantly improves the outcomes of a common procedure but triples its cost, can the needs of the patients, hospitals, and insurers be reconciled?
  • After a collapse in leadership in the face of unrest among internal staff and external service providers, can a new hospital administrator implement a culture change to introduce greater transparency and a self-management learning style?
  • A hospital merger requires consolidation of duplicated services and careful scrutiny of a premier burn center whose continuation or closure has financial, community, and organization ramifications.
  • Deciding whether to remove an entrenched founder and CEO from a national 400-facility, multi-level long-term care health system that is in a downward financial spiral poses significant challenges to its board of directors.

Providing an exceptional framework for decision making and debate, Cases in Health Services Management is an outstanding casebook for capstone and issues courses and a valuable supplement for health services courses in organization and management, strategic planning, finance, and marketing.

Instructor’s Manual for Cases in Health Services Management, Fifth Edition

Penetrating case analyses and outcome descriptions will help instructors guide students to understanding the issues central to each case. This instructor’s manual is downloadable at no charge with adoption of the text. Please contact marketing@healthpropress.com to request access to the instructor materials.

About the Editors
Contributors
Preface
Acknowledgments
Introduction

PART I. PUBLIC POLICY AND THE ENVIRONMENT OF HEALTH SERVICES DELIVERY

  1. Carilion Clinic
  2. State Health Department: Cutting Budgets in Times of Revenue Shortfall
  3. Flu Vaccine
  4. Medicare and Drug-Eluting Stents
  5. Merck’s Crixivan

PART II. STRATEGIC MANAGEMENT

  1. Riviera Medical Center: Riviera Wellness Services
  2. Medical Center of Southern Indiana: Community Commitment and Organization Revival
  3. The Case of the Unhealthy Hospital
  4. Edgewood Lake Hospital: Leadership in a Rural Healthcare Facility During Challenging Economic Times
  5. Mueller-O’Keefe Memorial Home and Retirement Village: Strategic Planning in a Continuing Care Retirement Community
  6. Caregivers

PART III. MANAGEMENT, MEDICAL STAFF, AND GOVERNING BODY

  1. Governance Challenges at Good Hands Healthcare (A)
  2. The Day After
  3. Hartland Memorial Hospital: In-Box and Priority-Setting Exercise, Part 1 (REVISED)
  4. The Bad Image Radiology Department
  5. Westmount Nursing Homes, Inc.: Implementing a Continuous Quality Improvement Initiative
  6. District Hospital: A Lesson in Governance


PART IV. RESOURCE UTILIZATION AND CONTROL

  1. Regional Health System: The Satellite Health Park Strategy
  2. The ER that Became the Emergency: Managing the Double Blind
  3. Attica Memorial Hospital: The Ingelson Burn Center
  4. West Florida Regional Medical Center (A)
  5. Brunswick Community Hospital Cash Flow Crisis

PART V. HUMAN RESOURCE MANAGEMENT AND ORGANIZATIONAL DYNAMICS

  1. Santorini Hospital: Can Culture Change Save It?
  2. Hospital Software Solutions (A)
  3. A New “Brand” for Senior Health Plus
  4. Autumn Park
  5. Appalachian Home Health Services
  6. Suburban Health Center

PART VI. ETHICS INCIDENTS

  1. Ethics Incidents
  • Administrative Ethics
  • Clinical Ethics

Cases in Health Services Management, Fifth Edition (Rakich 5e excerpt) by HealthProPress

Jonathon S. Rakich, Ph.D. 

Dr. Rakich received his master of business administration from the University of Michigan-Ann Arbor and his doctorate from Saint Louis University. His university instructional areas are strategic management and health services administration. During his 36 year teaching career, Dr. Rakich has coauthored 3 books in 12 editions, 40 journal articles (including those in Health Care Financing Review, Health Care Management Review, Hospital & Health Services Administration, Journal of Health & Society Policy, and Hospital Topics), and 35 conference proceedings and professional papers.

Professor Rakich has been awarded a postdoctoral federal faculty fellowship with the U.S. Department of Health and Human Services and has served on the board of trustees of a home health agency and health systems agency. During academic sabbaticals, he served an administrative residency at Summa Health System and conducted on-site research of the Canadian health care system.

Professor Rakich is a member of the Academy of Management, the Association for Health Services Research, and the Decision Sciences Institute. He holds personal membership in the Association of University Programs in Health Administration and is a faculty affiliate of the American College of Healthcare Executives.

Professor Rakich is Distinguished Professor Emeritus of Management and Health Services Administration at the University of Akron, where he taught from 1972 to 1999. During that period he held administrative positions as Director of Graduate Programs in Business, Director of Executive Development Programs, and Coordinator of the MBA-Health Services Administration option program.

Beaufort B. Longest, Jr., Ph.D., FACHE

Dr. Longest’s primary faculty appointment is in the Department of Health Policy and Management in the University of Pittsburgh’s Graduate School of Public Health. He holds a secondary appointment as Professor of Business Administration in the Katz Graduate School of Business.

He received an undergraduate education at Davidson College and received a master of health administration and a doctorate from Georgia State University. Professor Longest is a fellow of the American College of Healthcare Executives and holds memberships in the Academy of Management, AcademyHealth, American Public Health Association, and the Association for Public Policy Analysis and Management. He has the unusual distinction of having been elected to membership in the Beta Gamma Sigma Honor Society in Business as well as in the Delta Omega Honor Society in Public Health.

His research on issues of health policy and management has generated substantial grant support and has led to the publication of numerous peer-reviewed articles. In addition, he has authored or co-authored 9 books and 26 chapters in other books. His book Health Policymaking in the United States (Health Administration Press, 2002) is among the most widely used textbooks in graduate health policy programs.

He consults with health care organizations and systems, universities, associations, and government agencies on health policy and management issues.

Kurt Darr, J.D., Sc.D., FACHE

Kurt Darr J.D., Sc.D., FACHE, holds a doctor of science from The Johns Hopkins University and a master of hospital administration and juris doctor from the University of Minnesota. He completed his administrative residency at Rochester (Minnesota) Methodist Hospital, and subsequently worked as an administrative associate at the Mayo Clinic. After being commissioned in the U.S. Navy, he worked in administrative and education assignments at St. Albans Naval Hospital and Bethesda Naval Hospital. He completed postdoctoral fellowships with the Department of Health and Human Services, the World Health Organization, and the Accrediting Commission on Education for Health Services Administration.

Dr. Darr is a fellow of the American College of Healthcare Executives and a member of the District of Columbia and Minnesota State Bars. He served for 20 years as a mediator in the Superior Court of the District of Columbia. He serves on commissions and committees for various professional organizations, including The Joint Commission on Accreditation of Healthcare Organizations, the American College of Healthcare Executives, and the Commission on Accreditation of Healthcare Management Education. He is a voluntary consultant to several hospitals in the District of Columbia metropolitan area.

Dr. Darr regularly presents seminars on health services ethics, hospital organization and management, quality improvement, and the application of the Deming method in health services. He is the author and editor of books used in graduate health services administration programs and numerous articles on health services topics.

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