Fluent Essays

Fully address the following question. Your submission should be well researched and include no less than 2 outside sources and 300 words.In the workplace, motivation can be defined as an individuals degree of willingness to exert and maintain an effort towards organizational goals. Keeping health workers satisfied and motivated helps the entire health system work smoothly.Why is Motivation Important in Health Care? shortell_and_kaluzny___s_healthcare_management_organization_design_and_behavior_7th_edition.pdf Unformatted Attachment Preview Burns | Bradley | Weiner Shortell & Kaluzny’s Organization Design and Behavior Health Care Management: Seventh Edition Copyright 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203 9781305951174_cvr_hr_dpc.indd 1 29/11/18 SE/Lawton / Elizabeth / Bryan, Shortell & Kaluzny’s Health Care Management: Organization Design and Behavior Xe   ISBN-13: 978-1-305-95117-4 ©2020 Designer: XXX Printer: XXX   Binding: Casebound   Trim: 8.5” x 10.875”   CMYK 2:03 PM Seventh Edition Shortell and Kaluzny’s Health Care Management Organization Design and Behavior Seventh Edition Shortell and Kaluzny’s Health Care Management Organization Design and Behavior Lawton Robert Burns | Elizabeth Howe Bradley | Bryan Jeffrey Weiner Australia • Brazil • Mexico • Singapore • United Kingdom • United States Shortell and Kaluzny’s Health Care Management: Organization Design and Behavior, Seventh Edition Lawton Robert Burns, Elizabeth Howe Bradley, and Bryan Jeffrey Weiner SVP, GM Skills & Global Product Management: Jonathan Lau Product Director: Matthew Seeley © 2020, 2012, 2006 Cengage ALL RIGHTS RESERVED. 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Printed in Mexico Print Number: 01 Print Year: 2018 Contents Contributors Foreword Preface vi ix x PART ONE Introduction / 2 Chapter 1 Delivering Value: The Global Challenge in Health Care Management Chapter 2 Leadership and Management: A Framework for Action 3 32 PART TWO Micro Perspective / 56 Chapter 3 Organization Design and Coordination 57 Chapter 4 Motivating People 82 Chapter 5 Teams and Team Effectiveness in Health Services Organizations 98 Chapter 6 Communication 132 Chapter 7 Power, Politics, and Conflict Management 156 Chapter 8 Complexity, Learning, and Innovation 186 Chapter 9 Improving Quality in Health Care Organizations (HCOs) 213 PART THREE Macro Perspective / 240 Chapter 10 Strategy and Achieving Mission Advantage 241 Chapter 11 Managing Strategic Alliances: Neither Make Nor Buy but Ally 277 Chapter 12 Health Policy and Regulation 303 Chapter 13 Health Information Technology and Strategy 332 Chapter 14 Consumerism and Ethics 348 Chapter 15 The Globalization of Health Care Delivery Systems 379 Appendix Acronyms 418 Glossary Author Index Subject Index 421 433 443 Contributors Jane Banaszak-Holl, PhD Professor of Public Health School of Public Health and Preventive Medicine Monash University Melbourne, Australia Elizabeth Howe Bradley, PhD, MBA President Vassar College Poughkeepsie, New York Amanda Brewster, PhD Assistant Professor of Health Policy & Management School of Public Health University of California Berkeley, California Lawton Robert Burns, PhD, MBA The James Joo-Jin Kim Professor, Professor of Health Care Management, and Director of the Wharton Center for Health Management and Economics The Wharton School, University of Pennsylvania Philadelphia, Pennsylvania Martin P. Charns, MBA, DBA Professor of Health Policy and Management School of Public Health, Boston University Investigator and Director Emeritus Center for Healthcare Organization & Implementation Research VA Boston Healthcare System Boston, Massachusetts Jon A. Chilingerian, PhD Professor of Management Heller School, Brandeis University Adjunct Professor of Public Health & Community Medicine Tufts School of Medicine Waltham, Massachusetts Ann F. Chou, PhD, MPH, MA Associate Professor of Family and Preventive Medicine College of Medicine University of Oklahoma Health Sciences Center Oklahoma City, Oklahoma Ann Leslie Claesson-Vert, PhD, MSN, PSP Associate Clinical Professor Lead Faculty Personalized Learning MSN Program Northern Arizona University, North Valley Campus Phoenix, Arizona Thomas D’Aunno, PhD Professor of Management Robert F. Wagner Graduate School of Public Service New York University New York, New York Mark L. Diana, MBA, MSIS, PhD Drs. W.C. Tsai and P.T. Kung Professor in Health Systems Management Associate Professor and Chair, Department of Health Policy and Management Tulane University New Orleans, Louisiana Amy C. Edmondson, PhD Novartis Professor of Leadership and Management Harvard Business School Boston, Massachusetts Bruce Fried, PhD Associate Professor Department of Health Policy and Management University of North Carolina at Chapel Hill Chapel Hill, North Carolina Mattia J. Gilmartin RN, PhD, FAAN Executive Director NICHE I Nurses Improving Care for Healthsystem Elders Rory Meyers College of Nursing New York University New York, New York Jennifer L. Hefner, PhD, MPH Assistant Professor Division of Health Services Management and Policy College of Public Health The Ohio State University Columbus, Ohio Christian D. Helfrich, PhD, MPH Core Investigator, VA Puget Sound Health Services Research and Development Research Associate Professor, Health Services School of Public Health University of Washington Seattle, Washington CONTRIBUTORS  Timothy Hoff, PhD Professor of Management, Healthcare Systems, and Health Policy D’Amore-McKim School of Business School of Public Policy and Urban Affairs Northeastern University Boston, Massachusetts Peter D. Jacobson, JD, MPH Professor Emeritus of Health Law and Policy Director, Center for Law, Ethics, and Health University of Michigan School of Public Health Ann Arbor, Michigan John R. Kimberly, PhD Henry Bower Professor of Entrepreneurial Studies Professor of Management Professor of Health Care Management The Wharton School, University of Pennsylvania Philadelphia, Pennsylvania Sumit R. Kumar, MD, MPA Resident Physician, Yale New Haven Hospital Department of Internal Medicine Yale School of Medicine New Haven, Connecticut Kristin Madison, JD, PhD Professor of Law and Health Sciences Northeastern University Boston, Massachusetts Ann Scheck McAlearney, ScD, MS Executive Director, Professor of Family Medicine CATALYST, The Center for the Advancement of Team Science, Analytics, and Systems Thinking College of Medicine, Ohio State University Columbus, Ohio Eilish McAuliffe, PhD, MSc, MBA Professor of Health Systems School of Nursing, Midwifery, and Health Systems College of Health and Agricultural Sciences University College Dublin Dublin, Ireland Mario Moussa, PhD, MBA Adjunct Instructor Division of Programs in Business School of Professional Studies New York University New York, New York Ingrid M. Nembhard, PhD, MS Fishman Family President’s Distinguished Associate Professor of Health Care Management The Wharton School, University of Pennsylvania Philadelphia, Pennsylvania Derek Newberry Adjunct Professor Organizational Dynamics and Anthropology University of Pennsylvania Ann Nguyen, PhD, MPH Postdoctoral Fellow Department of Population Health School of Medicine New York University New York, New York Laurel E. Radwin, PhD, RN Research Health Scientist (formerly) Center for Healthcare Organization and Implementation Research Boston VA Healthcare System Boston, Massachusetts Kevin W. Rockmann, PhD Professor, School of Management George Mason University Fairfax, Virginia Aditi Sen, PhD Assistant Professor of Health Policy and Management Bloomberg School of Public Health Johns Hopkins University Baltimore, Maryland Lauren Taylor, MPH Doctoral Candidate Harvard Business School Harvard University Gregory L. Vert Assistant Professor College of Security and Intelligence Embry Riddle Aeronautical University Prescott, Arizona Karen A. Wager, DBA Professor and Associate Dean for Student Affairs Department of Healthcare Leadership and Management College of Health Professions Medical University of South Carolina Charleston, South Carolina Stephen L. Walston, PhD Professor Director, MHA Program David Eccles School of Business University of Utah Salt Lake City, Utah vii viii CONTRIBUTORS Bryan Jeffrey Weiner, PhD Professor, Departments of Global Health and Health Services University of Washington Seattle, Washington Gary J. Young, JD, PhD Director, Northeastern University Center for Health Policy and Healthcare Research Professor of Strategic Management and Healthcare Systems Northeastern University Boston, Massachusetts Edward J. Zajac, PhD James F. Beré Professor of Organization Behavior J. L. Kellogg Graduate School of Management Northwestern University Evanston, Illinois Foreword F or twenty-five years and six editions, we have attempted to provide an integrative perspective to the organization and management of health services, presenting the major management theories, concepts, and practices of the day. We have also provided practical illustrations and guidelines to assist managers and prospective managers in the provision of health services in a variety of settings. The book is divided into three sections. The first section provides two insightful introductory chapters presenting the challenges of providing health services and some of the conceptual maps necessary to help guide managers in the decision-making process and providing a framework for understanding the role and contributions of management and leadership within a variety of health care settings. As we go to press, we have entered the era of health care reform, presenting new and perhaps not so new challenges and opportunities. Under the leadership of Rob Burns, Elizabeth Bradley, and Bryan Weiner, the invited chapter authors have provided a thoughtful and in-depth analysis of the theories, concepts, and approaches that managers and prospective managers need to address the critical issues in the provision of health services as well as meet the challenges and opportunities resulting from health care reform. The next section focuses on the Micro Perspective— Managing the Internal Environment. This perspective addresses the classic issues of organization design, motivation, communications, power, organizational learning, performance/quality improvement, and managing groups and teams. Each chapter provides an “In Practice” scenario that sets the scene for the concepts and tools for effective management. While these represent significant changes in the operation of the delivery system, the fundamental managerial challenges remain and will continue to require skillful attention if health care and the various delivery organizations are to realize their potential. Issues of maintaining a motivated workforce, assuring state-of-the-art practice patterns, coordinating various disciplines and specialties to the benefit of patient care, and accommodating an ever-expanding technology within a market economy that would benefit the patient and the larger community have been and will continue to be the major responsibility of management. managers will need to succeed in the years ahead. The last section, the Macro Perspective—Managing the External Environment, focuses on the organizational conThe passage of health care reform brings a great text and addresses the challenge of achieving competitive deal of uncertainty as it attempts to address the long-­ advantage and managing alliances. Four new chapters standing problems of access, quality, cost contain- will help prepare managers for the uncertainty of the ment, and ­significant disparities under unprecedented years ahead. These include the challenges of managing ­economic conditions. Much has changed as reflected an ever-expanding information technology, consumerism, in the ­mandates regarding access to coverage, coverage an increasingly complex regulatory environment, and itself, the role of public and private programs, and health finally the recognition that we live in a globalized world. insurance exchanges as well as the role of comparative Health services management has come of age, and effective studies, payment reforms, accountable care Burns, Bradley, Weiner, and their colleagues have preorganizations, and patient-centered medical homes. sented the theories, concepts, and guidelines that future This seventh edition provides readers with the relevant theories, concepts, tools, and applications to address operational issues that managers face on a daily basis. As described in the lead chapter, the key challenge facing organizations and their managers is to deliver “value”— the ratio of quality to cost. While this has always been a concern, the reality of present-day economics and the developing science has made this imperative. Stephen M. Shortell, PhD Blue Cross of California Distinguished Professor of Health Policy & Management Professor of Organizational Behavior, Haas School of Business and Dean, School of Public Health University of California, Berkeley Berkeley, California Arnold D. Kaluzny, PhD Professor Emeritus of Health and Policy & Management, Gillings School of Global Public Health, and Senior Research Fellow Cecil G. Sheps Center for Health Services Research, University of North Carolina at Chapel Hill, Chapel Hill, North Carolina Preface INTRODUCTION facing health care organizations, and examines the roles of leaders and managers in influencing organizational culture, performance, and change. Part 2 focuses on core leadership and managerial tasks within organizations. These include motivating people, guiding teams, designing structure, coordinating work, communicating effectively, exerting influence, resolving conflict, negotiating agreements, improving performance, and managing innovation and change. Part 3 describes the broader context in which health care organizations operate and discusses the managerial implications of several emerging trends and issues. These include the pursuit of strategies to achieve the organization’s mission, the growth of strategic alliances in the health sector, the expansion and complexity of health law and regulation, the uses and challenges of health information technology, the rise of consumerism in health care, and the global interconnectedness of health systems. This book is intended for those interested in a systemic understanding of organizational principles, practices, and insights pertinent to the management of health services organizations. The book is based on state-of-the-art organization theory and research with an emphasis on application. Although the primary audience is graduate students in health services administration, management, and policy programs, the book will also be of interest to undergraduate programs, extended degree programs, executive education programs, and practicing health sector executives interested in the latest developments in organizational and managerial thinking. It is also intended for students of business, public administration, medicine, nursing, pharmacy, social work, and other health professions who will assume managerial responsibilities in health sector organizations or who want to learn more about the organizations in which they will spend the major portion of their professional lives. Previous editions have been translated into­ Polish, Korean, Ukrainian, and Hungarian, and we look The Seventh edition continues several popular features forward to the book’s continued use by our international from the sixth edition. These include the following: colleagues. • An explicit list of topics provided at the beginning of each chapter. FEATURES TEXT APPROACH The seventh edition broadens the view of the health care sector beyond the traditional focus on hospitals and other provider organizations to include suppliers, ­b uyers, regulators, and public health and financing ­organizations. It offers a comparative, global perspective on how the United States and other countries address issues of health and health care. Additionally, the book discusses managerial implications of emerging issues in health care such as public reporting, pay for performance, information technology, retail medicine, ethics, and medical tourism. Finally, this seventh edition expands upon a major theme of prior editions: health care leaders must effectively design and manage health care organizations while simultaneously influencing and adapting to changes in environmental context. Managing the boundary between the internal organization and its external environment is therefore a central task of health care leadership. ORGANIZATION The organization of the book reflects this expanded theme. Part 1 provides an overall perspective on the health care sector, discusses the distinctive challenges • Specific behaviorally oriented Learning Objectives highlighted at the beginning of each chapter. • A list of Key Terms that readers should be able to define and apply as a result of reading each chapter. • An “In Practice” column describing a practical situation facing a health services organizat ... Purchase answer to see full attachment