NU-biblioteket

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*020  $a9781118466742
*035  $a(MiAaPQ)1138986
*035  $a(Au-PeEL)1138986
*035  $a(CaPaEBR)10671585
*035  $a(CaONFJC)MIL458971
*035  $a(OCoLC)815836081
*035  $a(MiAaPQ)EBC1138986
*040  $aAU-PeEL$beng$cAU-PeEL$dAU-PeEL
*050 4$aW 84.1
*08200$a362.1068
*100  $aGinter, Peter M.
*24514$aThe Strategic Management of Health Care Organizations
*250  $a7
*264 1$aNew York, NY$bJohn Wiley & Sons, Incorporated$c2013
*264 4$c©2013
*300  $a1 online resource (478 pages)
*336  $atext$btxt$2rdacontent
*337  $acomputer$bc$2rdamedia
*338  $aonline resource$bcr$2rdacarrier
*505 0$aIntro -- Strategic Management of Health Care Organizations -- Copyright -- Contents -- Preface -- Features of the Text -- Organization of the Text -- The Author Team -- Acknowledgments -- Chapter 1: The Nature of Strategic Management -- Managing in a Dynamic Environment -- Coping with Change -- The Foundations of Strategic Management -- Long-Range Planning to Strategic Planning -- Strategic Planning to Strategic Management -- Strategic Management in the Health Care Industry -- Strategic Management Versus Health Policy Planning -- The Dimensions of Strategic Management -- Analytical Versus Emergent Approaches -- Combining the Analytical and Emergent Views -- Strategic Thinking -- Strategic Planning -- Managing Strategic Momentum -- The Benefits of Strategic Management -- What Strategic Management is Not -- A Systems Perspective -- The Level and Orientation of the Strategy -- The Importance of Leadership -- Leadership Roles throughout the Organization -- Lessons for Health Care Managers -- Key Terms and Concepts in Strategic Management -- Notes -- Chapter 2: Understanding and Analyzing the General Environment and the Health Care Environment -- The Importance of Environmental Influences -- Evolving External Issues -- The External Nature of Strategic Management -- Determining the Need for Environmental Analysis -- The Goals of Environmental Analysis -- The Limitations of Environmental Analysis -- The External Environment -- Components of the General Environment -- Components of the Health Care Environment -- The Process of Environmental Analysis -- Scanning the External Environment -- Monitoring the External Environment -- Forecasting Environmental Change -- Assessing Environmental Change -- Environmental Analysis Tools and Techniques -- Simple Issue Identification and Extrapolation -- Solicitation of Expert Opinion -- Dialectic Inquiry
*505  $aStakeholder Analysis -- Scenario Writing and Future Studies -- Selecting the Strategic Thinking Framework -- Managing Strategic Momentum-Validating the Strategic Assumptions -- Lessons for Health Care Managers -- Key Terms and Concepts in Strategic Management -- Notes -- Chapter 3: Service Area Competitor Analysis -- Further Focus within External Environmental Analysis -- Strategic Significance of Service Area Competitor Analysis -- The Focus of Service Area Competitor Analysis -- Obstacles to Effective Service Area Competitor Analysis -- A Process for Service Area Competitor Analysis -- Defining the Service Categories -- Determining Service Area Boundaries -- Service Area Profile -- Service Area Structural Analysis -- Conducting Competitor Analysis and Mapping Strategic Groups -- Likely Competitor Actions or Responses -- Synthesizing the Analyses -- Managing Strategic Momentum - Validating the Strategic Assumptions -- The Use of General Environmental and Competitor Analysis -- Lessons for Health Care Managers -- Key Terms and Concepts in Strategic Management -- Notes -- Chapter 4: Internal Environmental Analysis and Competitive Advantage -- Identifying Competitive Advantage -- Analyzing the Internal Environment -- Value Creation in Health Care Organizations -- Organizational Value Chain -- Identifying Current and Potential Competitive Advantage -- Identifying Strengths and Weaknesses -- The Importance of Context -- Service Delivery Activities -- Support Activities -- Evaluating Competitive Relevance at Medtronic -- Focusing on Competitive Advantage -- A Final Challenge -- Managing Strategic Momentum -- Lessons for Health Care Managers -- Key Terms and Concepts in Strategic Management -- Notes -- Chapter 5: Directional Strategies -- Directional Strategies -- Organizational Purpose and Mission -- Mission: A Statement of Distinctiveness
*505  $aCharacteristics of Mission Statements -- Components of Mission Statements -- Building a Mission Statement -- Top-Level Leadership: A Must for Mission Development -- Vision: Hope for the Future -- Origins of Vision -- Health Care Strategists as Pathfinders -- Characteristics of Effective Vision -- A Cautionary Note: The Problem of Newness -- Values as Guiding Principles -- From Mission, Vision, and Values to Strategic Goals -- Critical Success Factors for the Service Category -- Strategic Goals -- Governing Boards and Directional Strategies -- Health Care Performance and the Usual Suspects -- Board Process: Missing Link? -- Managing Strategic Momentum - Evaluating Directional Strategies -- Lessons for Health Care Managers -- Key Terms and Concepts in Strategic Management -- Notes -- Chapter 6: Developing Strategic Alternatives -- Developing a Strategy -- Linking Strategy with Situational Analysis -- The Decision Logic of Strategy Development -- Directional Strategies: Mission, Vision, Values, and Goals -- Adaptive Strategies -- Expansion of Scope Strategies -- Reduction of Scope Strategies -- Maintenance of Scope Strategies -- Market Entry Strategies -- Purchase Strategies -- Cooperation Strategies -- Development Strategies -- Market Entry Strategy Linkage -- Competitive Strategies -- Strategic Posture -- Positioning Strategies - Marketwide or Focus -- Combination Strategies -- Lessons for Health Care Managers -- Key Terms and Concepts in Strategic Management -- Notes -- Chapter 7: Evaluation of Alternatives and Strategic Choice -- Evaluation of the Alternatives -- Evaluation of the Adaptive Strategies -- External/Internal Strategy Matrix -- Product Life Cycle Analysis -- Portfolio Analysis -- Extended Portfolio Matrix Analysis -- Strategic Position and Action Evaluation -- Program Evaluation -- Evaluation of the Market Entry Strategies
*505  $aExternal Conditions -- Resources, Competencies, and Capabilities -- Organizational Goals -- Evaluation of the Competitive Strategies -- Strategic Posture -- Positioning Strategies -- Fit with Situational Analysis and Strategy Mapping -- Strategic Map: An Example -- Managing Strategic Momentum - Adaptive, Market Entry, and Competitive Strategies -- Lessons for Health Care Managers -- Key Terms and Concepts in Strategic Management -- Notes -- Chapter 8: Value-Adding Service Delivery Strategies -- Implementation Strategies -- Strategies Based on the Value Chain -- Planning Logic for Implementation Strategies -- Developing Value-Adding Strategies -- Value-Adding Service Delivery Strategies -- Pre-Service Activities -- Market and Marketing Research -- Identifying the Health Care Customer - Target Market -- To Brand or Not to Brand Services -- Pre-Service Pricing Decisions -- Pre-Service Distribution/Logistics -- Pre-Service Promotion -- Matching Pre-Service to the Strategy -- Point-of-Service Activities -- Point-of-Service - Clinical Operations -- Point-of-Service - Marketing -- Matching Point-of-Service to the Strategy -- After-Service Activities -- Follow-Up Activities -- Billing Activities -- Follow-On Activities -- Matching After-Service to the Strategy -- Extending the Strategic Thinking Map -- Managing Strategic Momentum - Service Delivery Strategies -- Lessons for Health Care Managers -- Key Terms and Concepts in Strategic Management -- Notes -- Chapter 9: Value-Adding Support Strategies -- Implementing Support Strategies -- Value-Adding Support Strategies -- Decision Logic for the Value-Adding Support Strategies -- Organizational Culture as a Value-Adding Support Strategy -- A Definition of Organizational Culture -- Culture and the Bottom Line -- Matching Culture and Strategy -- Organizational Structure as a Value-Adding Support Strategy
*505  $aOrganizational Structure Building Blocks -- Matching Structure and Strategy -- Strategic Resources as Value-Adding Support Strategies -- Financial Resources -- Human Resources -- Information Resources -- Strategic Technologies -- Maintaining Strategic Resources -- Changing Strategic Resources -- Extending the Strategic Thinking Map -- Managing Strategic Momentum - Support Strategies -- Lessons for Health Care Managers -- Key Terms and Concepts in Strategic Management -- Notes -- Chapter 10: Communicating the Strategy and Developing Action Plans -- Implementation through Action Plans -- The Level and Orientation of the Strategy -- Action Plan Development Responsibilities -- Communicating Strategy to Initiate Action Planning -- Developing Action Plans -- Action Planning -- Action Planning Example - Community Hospital Pharmacy -- Setting Objectives -- Action Plans and Budget Requests -- Focusing on Strategy through Strategy Implementation - Another Approach -- Managing Strategic Momentum - Evaluating Action Plans -- Implementation Challenges -- Barriers to Implementation -- Contingency Planning -- Managing Strategic Momentum - A New Beginning -- The Map and Compass -- Lessons for Health Care Managers -- Key Terms and Concepts in Strategic Management -- Notes -- Appendix A: Analyzing Strategic Health Care Cases -- An Overview of Case Analysis -- Cases, Strategic Management, and Health Care Organizations -- Risk Taking in Case Analysis -- Solving Case Problems -- Alternative Perspectives: Passion or Objectivity -- Reading the Case -- Gathering Information -- Case Analysis Using the Strategic Thinking Maps -- Tips on Surfacing the Issues -- Tips on Analyzing the Situation -- Tips on Formulating the Strategy -- Tips on Developing Implementation Strategies -- Making Recommendations -- Finalizing the Report -- Conclusions
*505  $aAppendix B: Health Care Organization Accounting, Finance, and Performance Analysis
*520  $aA 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.
*588  $aDescription based on publisher supplied metadata and other sources.
*588  $aElectronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, YYYY. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.
*650 0$aHealth Planning - organization & administration.
*655 0$aElectronic books.
*77608$iPrint version:$aGinter, Peter M.$tThe Strategic Management of Health Care Organizations$dNew York, NY : John Wiley & Sons, Incorporated,c2013$z9781118466469
*797  $aProQuest (Firm)
*85640$uhttps://ebookcentral.proquest.com/lib/vgregion/detail.action?docID=1138986
^