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Fundamentals of Healthcare Management: Theory and Practice offers an essential framework for understanding the complex role of healthcare managers in today's dynamic healthcare system. Written by leading figures in academia, research, and practice, this textbook equips students pursuing careers in health administration, public health, nursing, and other related fields, with critical insights and practical tools necessary for effective management.
Organized into three comprehensive sections: (I) System Thinking in Healthcare Management, (II) Healthcare Management: Theories and Applications, and (III) Leadership Theories, Applications, and Actions—this text covers domains essential for emerging healthcare leaders. Each chapter is authored by a unique academic-practitioner team, providing a rich perspective on applying management theory in real-world settings.
Each chapter fosters learning through clear objectives, relevant competencies, engaging discussion questions, and practical cases, ensuring that students can apply theoretical knowledge to their future roles. With integrated content focused on diversity, equity, and inclusion, Fundamentals of Healthcare Management not only prepares students for rewarding careers but also promotes a deeper understanding of the ethical considerations and responsibilities of healthcare managers. This textbook is a foundational resource for those seeking to thrive in the ever-evolving field of healthcare management.
Key Features:
- Employs a systems approach to healthcare management, providing a holistic perspective.
- Engages students with real-world vignettes that illustrate key concepts and showcase important applications in practice
- Includes 3 detailed case studies covering significant challenges in the healthcare sector including maternal and child health outcomes, access to cancer care, and navigating change in a leadership role
- Qualified instructors have access to expanded Instructor Resources featuring an Instructor's Manual with supplementary case studies, chapter PowerPoints, a Test Bank, a Sample Syllabus, and additional resources to supplement students' dynamic learning and interaction with the text
Preface
Acknowledgement
Instructor Resources
SECTION I. SYSTEM THINKING IN HEALTHCARE MANAGEMENT
Chapter 1. System Thinking in Healthcare Management by Soumitra S. Bhuyan, Akash Rai, and Kevin D. Broom
Chapter 2. Overview of Healthcare Organizations by Patrick D. Shay and Anupam Lahiri
Chapter 3. Managing the Healthcare Workforce by Katherine A. Meese and Anthony Patterson
Chapter 4. Health Economics by Mark Bonica and Stephen Mihalacki
Chapter 5. Organizational Design by Soham Sengupta and Prabhat Singh
Chapter 6. Public Health System in the United States by Nizar K. Wehbi and Koshy Koshy
Chapter 7. Introduction to Health Policy and Healthcare Reform by Mark Bonica and Peter Wright
Chapter 8. Community and Population Health Management by Christopher E. Johnson, Thomas Walton, and Mary Curnutte
Chapter 9. CASE: Population/Community Health Improvement: Improving Maternal and Child Health in Rural America by Rocco Gonzalez, Nathalie Occean, and Kashif Khan
SECTION II. HEALTHCARE MANAGEMENT: THEORIES AND APPLICATIONS
Chapter 10. Strategic Planning by Nalin Johri and Kenneth M. Morris, Jr.
Chapter 11. Healthcare Financial Management by Kevin D. Broom and Joseph C. (Chris) Rheney
Chapter 12. Health Insurance and Reimbursement by Angela L. Perri and Jason S. Turner
Chapter 13. Human Resource Management by Dae "Daniel" Hyun Kim and William "Marty" M. Keith
Chapter 14. Quality and Performance Improvement in Healthcare by Jill Suzanne Fennimore and Diane Denny
Chapter 15. Project Management in Healthcare by Allen K. Solenberg, Jr. and Roie S. Rennert
Chapter 16. Healthcare Marketing by Steven W. Howard and Jacob S. Collins
Chapter 17. Healthcare Information Technology by Suzanne J. Paone and Ann Marie Evans
Chapter 18. Data Management and Analytics in Healthcare Management by Elizabeth K. McNutt and Bankole Olatosi
Chapter 19. Healthcare Compliance by Tina Batra Hershey and Natalie C. Bulger
Chapter 20. CASE: Healthcare Finance/Service Line Development/ Health Outcome/Quality Initiative: The Importance of Improving Access to Cancer Care at Greater Medical Center by Laura Griffin, MariaRita Genovese and Shashank Rao
SECTION III. LEADERSHIP THEORIES, APPLICATION, AND ACTIONS IN HEALTHCARE MANAGEMENT
Chapter 21. Journey of a Healthcare Leader by William Tuttle and Patrick Grusenmeyer
Chapter 22. Leadership Theories and Application in Healthcare Management by Lee Bewley and Matthew P. Ayers
Chapter 23. Healthcare Law and Ethics by Elizabeth Van Nostrand and Nicholas J. Barcellona
Chapter 24. Crisis Management in Healthcare by Aram Dobalian and Pete Brewster
Chapter 25. Diversity, Equity, and Inclusion in Healthcare Management by Ebbin Dotson, Darren Brownlee, and James E. Taylor
Chapter 26. Leadership and Professional Performance by Laurie Baedke and Natalie Lamberton
Chapter 27. CASE: A Leadership Dilemma: Navigating Culture Change in a Surgical Department by Tiara N. Walz, Tiara Owens, and Lina Maria Alfonso
Glossary