Ch.1 The search for gold ; Ch.2.Knowing what to mine ; Ch.3.The route towards the implementation of shared services ; Ch.4.Scopoing shared services ; Ch.5.Shared services cannot be sold, it can only be bought ; Ch.6.The initial size up : understanding where you are ; Ch.7.Strategic outsourcing ; Ch.8.Organizing and leading shared services ; Ch.9.The foundation for success ; Chr.10.Creating a culture of commitment ; Ch.11.Evolving the shared services business ; Ch.12.Measuring and evaluating success ; Ch.13.Fast forward.
The changing scene: organizational adaptation and survival; today's concept of organizational management; planning; decision making; organizing; staffing: recruiting and retaining quality employees; directing and controlling: the critical cycle; budgeting: controlling the ultimate resource; committees and teams; adaptation, motivation and conflict management; training and development: the backbone of motivation and retention; authority, leadership, and supervision; human resource management: a line manager's perspective; communication: the glue that binds us together; day-to-day management for the health professional as manager.
Part one. Health care leadership imperatives -- 1. Understanding and undertaking the role of health care manager -- 2. Making the transition -- 3. Eestablishing a progressive work environment -- 4. Managing the nonplayers -- 5. Leading through conflict, change, and crisis -- 6. Orchestrating progressive team action and individual performance -- 7. Strategic analysis and decision making -- 8. Exemplifying leadership presence and guidance -- 9. Case study: Carolina hospital student health center -- Part two: Management strategies -- 10. Encouraging creativity -- 11. Selecting and hiring top performers -- 12. Performance evaluation -- 13. Negotiation strategies -- 14. Balancing "administrivia" and progressive action -- 15. Education and development -- 16. Communication -- 17. Case study: Jersey medical center community relations office -- Part three: Resources -- Appendix A: Analytical planning and decision-making tools -- Appendix B: Structured selection and behavioral interviewing system -- Appendix C: Mentoring and management guidesheets -- Index.
Leadership for the future: core competencies in healthcare breaks down the skills a successful leader needs into two categories--system competencies, such as governance and strategy development, and personal leadership competencies, such as decision making and team building. Each comptency is brought to life with a case in point and thought-provoking questions. The book also defines ten essential knowledge areas that executives use to lead and manage organizations, including governance and organizational dynamics (behavior); human resources; financial management and economics; strategic planning and marketing; information and information systems; communications and public relations; quantitative analysis and modeling; organizational and healthcare policy; and legal and ethical issues.
Violence in the health sector: proceedings of the Third International Conference on Violence in the Health Sector : linking local initiatives with global learning, 24 - 26 October 2012, Sheraton Vancouver Airport Hotel, Vancouver, Canada