Strategic Management of Health Care Organizations

Updated guide on essential strategic management practices for health care organisations

Strategic Management of Health Care Organizations delivers an essential framework for leading health care organisations through strategic management, examining the processes of strategic thinking, consensus building and documentation of that thinking into a strategic plan, and creating and maintaining strategic momentum. This Ninth Edition contains numerous updates on the rapid advancements in the field of health care, different health care settings, and natural disasters in a healthcare context, with revisions to existing content reflecting the latest research and methodology in the field.

This book shows readers how to:

• Map and analyse external issues, trends and events in the general environment, the health care system, and the service area
• Conduct a comprehensive service area competitor analysis and perform an internal analysis to determine competitive advantages and disadvantages
• Develop directional strategies, identify strategic alternatives, and make rational strategic decisions
• Create effective value-adding service delivery and support strategies, and translate service delivery and support plans into specific action plans

Strategic Management of Health Care Organizations provides heath care management students and health care administrators with essential foundational guidance on strategic management concepts and practices, tailored to the unique needs of the health care industry.

Preface

About the Companion Website

Parts and Chapters

Part 1 – The Strategic Management Imperative and Context

Chapter 1: The Nature of Strategic Management

Chapter 2: Context and Change

Part 2 – Situational Analysis

Chapter 3: External Analysis

Chapter 4: Service Area Competitor Analysis

Chapter 5: Internal Analysis and Competitive Advantage

Part 3 – Strategy Formulation

Chapter 6: Identifying Strategic Alternatives

Chapter 7: Directional Strategies

Chapter 8: Evaluation of Alternatives and Strategic Choice

Chapter 9: Strategic Planning Metrics

Chapter 10: Communicating Strategy and Developing Action Plans

Part 4 – Resources for Strategic Thinkers

Resource A: Health Care Organization Accounting, Finance, and Performance Analysis

Resource B: Analyzing Strategic Health Care Cases

Resource C: Extended Example of Service Area Competitor Analysis –Internal Medicine

Resource D: Extended Example of Internal Analysis – Centene Corporation

Resource E: Summary of Strategic Alternatives

Resource F: Summary of Strategic Alternatives Analysis Methods

Resource G: Extended Example of Action Plans – Rehabilitation Medicine (RM), Cardiac Rehab Lab

Resource H: Health Care Acronyms

Resource I: Glossary of Health Care Strategic Management Terms

Index

Peter M. Ginter Ph.D., is University Professor and Professor of Health Policy and Organization in the School of Public Health at the University of Alabama at Birmingham.

W. Jack Duncan Ph.D., is Professor and University Scholar Emeritus in the Collat School of Business and School of Public Health at the University of Alabama at Birmingham.

Linda E. Swayne is Professor of Marketing Emerita, Belk College of Business, The University of North Carolina Charlotte.

Updated Framework for the Strategic Management of Health Care Organizations

The Ninth Edition of Strategic Management of Health Care Organizations continues to advocate the importance of strategic thinking in healthcare leadership, delivering a framework for a complete strategic management process in health care organizations worldwide through the key elements of strategic thinking, strategic planning, and managing strategic momentum. This book includes clear discussion of concepts including health services external analysis, organizational internal analysis, the development of directional strategies, strategy alternative identification and evaluation, and the development and management of implementation strategies.

This new edition contains numerous updates, including new chapters on health care settings, the rate and types of change taking place in the industry, disruptive disasters and catastrophic events such as hurricanes, tornados, floods, fires, earthquakes and pandemics, and strategic measurement and control through the development of metrics. Existing chapters have been updated with the latest research and developments and made more concise to streamline the presentation of strategic methods, issues, and practical steps.

Strategic Management of Health Care Organizations is required reading for strategic managers seeking to become strategic thinkers with the ability to evaluate a rapidly changing industry, analyze data, question assumptions, and develop new ideas.