Organizational Behavior, Theory, and Design, Third Edition was written to provide health services administration students, managers, and other professionals with an in-depth analysis of the theories and concepts of organizational behavior and organization theory while embracing the uniqueness and complexity of the healthcare industry. Using an applied focus, this book provides a clear and concise overview of the essential topics in organizational behavior and organization theory from the healthcare manager’s perspective. The Third Edition offers: - New case studies throughout underscore key theories and concepts and illustrate practical application in the current health delivery environment - In-depth discussion of the industry’s redesign of health services offers a major focus on patient safety and quality, centeredness, and consumerism. - Current examples reflect changes in the environment due to health reform initiatives. - And more.

Organizational Behavior, Theory, and Design, Third Edition was written to provide health services administration students, managers, and other professionals with an in-depth analysis of the theories and concepts of organizational behavior and organization theory while embracing the uniqueness and complexity of the healthcare industry. Using an applied focus, this book provides a clear and concise overview of the essential topics in organizational behavior and organization theory from the healthcare manager’s perspective. The Third Edition offers: - New case studies throughout underscore key theories and concepts and illustrate practical application in the current health delivery environment - In-depth discussion of the industry’s redesign of health services offers a major focus on patient safety and quality, centeredness, and consumerism. - Current examples reflect changes in the environment due to health reform initiatives. - And more.

Organizational Behavior in Health Care was written to assist those who are on the frontline of the industry everyday—healthcare managers who must motivate and lead very diverse populations in a constantly changing environment. Designed for graduate-level study, this book introduces the reader to the behavioral science literature relevant to the study of individual and group behavior, specifically in healthcare organizational settings. Using an applied focus, it provides a clear and concise overview of the essential topics in organizational behavior from the healthcare manager’s perspective. Organizational Behavior in Health Care examines the many aspects of organizational behavior, such as individuals’ perceptions and attitudes, diversity, communication, motivation, leadership, power, stress, conflict management, negotiation models, group dynamics, team building, and managing organizational change. Each chapter contains learning objectives, summaries, case studies or other types of activities, such as, self-assessment exercises or evaluation.

This compendium of 35 case studies examines managerial and organizational behavior concepts put to practice in everyday, real-world healthcare settings. Through these cases, students will gain skills, confidence, and a clear understanding of the application of theory. This is one of the few collections that offers case studies specific to the theories of organizational behavior, within the healthcare setting. Case studies topics include chapters such as "' I Don't Want to Get Fired, But...", "Readiness and Change Management During Electronic Medical Records Adoption", " Joint Patient Liaison Office: Building a Streamlined Unit", "The Tardy Drama Queen", "It's Just Not Fair!", "When Increased Diversity Improves Team Performance", "Whose Patient Is It? ", " Managing Organizational Growth during a Time of Downsizing", "Working Toward Collaborative Care", " The Struggle for Power at Midwest Hospital System", "Conflict at the Academic Medical Center: Productivity Levels", " EMR System: A Blessing or A Curse?", "The New Manager's Challenge", and much more.

Instructor Resources: Test bank, PowerPoint slides, answer guides to discussion questions, and case study guidelines. In the dynamic and demanding field of healthcare, managers face a unique set of challenges. They lead complex organizations characterized by ever-changing relationships and reporting structures. They interact daily with personnel representing multiple specialties and different professional cultures. To be successful, healthcare leaders must be able to manage these complicated relationships. This book explores theories of organizational design, leadership, and management and the social psychology of organizations as they apply to healthcare. The author, drawing on years of experience as a hospital CEO, uses real-world scenarios to illustrate the management practices that enhance organizational effectiveness and efficiency. Through chapter cases, activities, and questions that reinforce essential concepts, readers will gain an understanding of not only theory but also how the interrelationships of people, organizations, and structures drive the success of a healthcare organization. Organizational Behavior and Theory in Healthcare provides in-depth coverage of the following concepts and more: Theories of managing people Individual and organizational ethics and values Emotions and stress on the job Attitudes and perceptions Power and influence Leadership styles and their application Organizational culture Decision making and problem solving Group dynamics and teams Managing diversity Conflict management and negotiation Organizational design Strategy and change management The comprehensive content is divided into 20 chapters, each dedicated to a specific topic, allowing instructors to adapt the book easily to their course. A listing of healthcare administration competencies by chapter assists instructors in creating a competency-based curriculum.

This book thoroughly examines organization theory, organization behavior, and organization development in the unique context of the healthcare setting. Each section contains key chapters that address foundations, research, and new directions in these domains.

There is a strong movement today in management to encourage management practices based on research evidence. In the first volume of this handbook, I asked experts in 39 areas of management to identify a central principle that summarized and integrated the core findings from their specialty area and then to explain this principle and give real business examples of the principle in action. I asked them to write in non-technical terms, e.g., without a lot of statistics, and almost all did so. The previous handbook proved to be quite popular, so I was asked to edit a second edition. This new edition has been expanded to 33 topics, and there are some new authors for the previously included topics. The new edition also includes: updated case examples, updated references and practical exercises at the end of each chapter. It also includes a preface on evidence-based management. The principles for the first edition were intended to be relatively timeless, so it is no surprise that most of the principles are the same (though some chapter titles include more than one principle). This book could serve as a textbook in advanced undergraduate and in MBA courses. It could also be of use to practicing managers and not just those in Human Resource departments. Every practicing manager may not want to read the whole book, but I am willing to guarantee that every one will find at least one or more chapters that will be practically useful. In this time of economic crisis, the need for effective management practices is more acute than ever.