Organizational Behavior and Theory in Healthcare: Leadership Perspectives and Management Applications, Second Edition

While healthcare managers must juggle many responsibilities, one of the most important aspects of their job is interacting with and motivating their colleagues and staff. Leaders who develop the skills to deliver on this front will achieve greater individual, team, and organizational success. Organizational Behavior and Theory in Healthcare: Leadership Perspectives and Management Applications examines the theories of organizational design, leadership, management, and social psychology as they apply to health services. Through its practical approach to the tools and framework for understanding, structuring, and changing managerial behavior, the book allows readers to fully comprehend the concepts and recognize how they apply to the interactions and interrelationships of people, structures, and organizations. This extensively revised edition includes 29 new cases, based on real-life experiences, that can be studied in conjunction with specific chapters. The book also contains new chapters on employee satisfaction, work teams, and human resources, as well as an updated chapter on diversity, equity, and inclusion. Other content new to this edition includes: The impact of recent and future innovations in healthcareSexual harassment and power politics in the workplaceMethods for improving gender and racial equity in health outcomesLessons learned from the COVID-19 pandemic on organizational learning and ethics In each chapter, the authors outline specific learning competencies to provide students with the knowledge and skills required for their careers in healthcare management. End-of-chapter cases, activities, and questions reinforce students' learning. Leaders who have a firm grasp of the theories and practices of organizational behavior presented in this book will be able to guide their organizations to peak performance. Binder1 Front Matter Brief Contents Detailed Contents Preface Chapter 1: Organizational Behavior, Organizational Theory, and Their Importance in Healthcare Chapter 2: Theories of Managing People Chapter 3: Supporting Diversity, Equity, and Inclusion Chapter 4: Individual and Organizational Learning Chapter 5: Attitudes and Satisfaction Chapter 6: Individual and Organizational Values and Ethics Chapter 7: Individual and Organizational Motivation Chapter 8: Emotions, Moods, and Stress on the Job Chapter 9: Paradigms and Perceptions Chapter 10: Decision-Making Chapter 11: Creativity and Innovation Chapter 12: Group Behavior Chapter 13: Work Teams Chapter 14: Communication Chapter 15: Leadership Theories and Styles Chapter 16: Power, Politics, and Influence Chapter 17: Conflict Management and Negotiation Chapter 18: Organizational Design and Structure Chapter 19: Performance Management Chapter 20: Developing Employees Through Mentoring, Coaching, and Delegation Chapter 21: Organizational Culture Chapter 22: Human Resources Policies and Practices Chapter 23: Strategy and Change Management Binder2 Case 1: A Dilemma of Loyalties Case 2: Theranos and Elizabeth Holmes Case 3: The Injured Migrant Worker Case 4: The Overutilizing Orthopedist Case 5: The Busy Regional Vice President Case 6: Thalidomide and Grunenthal Case 7: Prospect Medical: Imperfect Incentives Drive Actions Not Consistent with Mission Case 8: Pegasus Health's Integration of Care Case 9: Purdue's Dilemma to Increase Sales Case 10: OrthoIndy Case 11: The New CEO Case 12: Liver Allocation Case 13: Letter from a Bereaved Mother Case 14: HealthT Seeks Healthier Employees Case 15: HealthSouth Case 16: FHP - Utah Case 17: Starting as CEO at Skyview Hospital Case 18: Director of Marketing Versus Operations Case 19: The Ogre and the Playroom Case 20: A Saudi Bid and I Case 21: A Proposed Merger Gone Bad: A Lack of Confidence in Leadership Case 22: Night Staffing and Job Commitment Case 23: Mike and the Walk-Around Case 24: Sakal's Dilemma Case 25: Sam's Deposit Recovery Case 26: Shannon's Extreme Uninsured Healthcare Costs Case 27: The Ethical Challenge of Treating Hepatitis C Case 28: Governance and Decision-Making in Hospital-Based Surgical Services Case 29: Mentoring, Coaching, and Delegating: Combating High Turnover and Poor Culture Appendix: Case Matrix Glossary Index About the Authors