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El. knyga: Applying MBA Knowledge and Skills to Healthcare

  • Formatas: 156 pages
  • Išleidimo metai: 22-Nov-2017
  • Leidėjas: CRC Press
  • Kalba: eng
  • ISBN-13: 9781315346557
  • Formatas: 156 pages
  • Išleidimo metai: 22-Nov-2017
  • Leidėjas: CRC Press
  • Kalba: eng
  • ISBN-13: 9781315346557

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Clinicians increasingly need a firm grasp of the fundamental principles of business management, finance and related subjects. Even so, business disciplines are still rarely taught during medical training, while busy practices and complicated accounting tasks mean that gaining business acumen 'on the job' is impractical for many. As a result, increasing numbers of clinicians learn the skills they need by taking an MBA (Masters in Business Administration). While an MBA may be the answer for some, the formidable costs and time commitment it demands leave many busy practitioners seeking more accessible options. This book provides a readable, tightly organised alternative - a primer on MBA principles and their practical application. Twelve compact, carefully structured modules cover the entire gamut of a business education, from basic finance and accounting principles, to strategic management methods and leadership theories. Unlike some similar texts, this book is designed to be light in tone, easy to read and digest, and thoroughly practical. Busy clinicians, academic surgeons, administrative physicians and other healthcare professionals will find this an invaluable resource in understanding the core principles of business management. Allied medical professionals, and nurses will also find it useful, as will interview candidates who increasingly face management questions as part of selection processes. 'An invaluable resource in understanding the core principles of business management, and in learning how to apply them. For busy clinicians, the value proposition is enormous in terms of the knowledge gained, versus the amount of reading required to capture what the authors have so capably managed to distill between the covers. The authors have done a remarkable task in capturing the latest concepts and thinking in the business management arena [ and] the essence of an entire MBA education, and customise it for healthcare professionals. A delight.' From the Foreword by B Sonny Bal
Foreword xi
About the authors xiii
List of abbreviations
xv
Introduction 1(4)
So what is management?
1(1)
How is management applicable to clinical practice?
1(1)
The anatomy of management
2(3)
Module 1 Accounting and finance
5(8)
Accounting
5(1)
Finance
5(1)
Company law requirements for financial accounts
6(1)
The accounting formula
6(2)
Assets
7(1)
Equity
7(1)
Liabilities
7(1)
Balance sheet
8(1)
Profit and loss account
9(1)
Cash flow statement
10(1)
Ratio analysis
11(1)
Summary
12(1)
References
12(1)
Useful websites
12(1)
Module 2 Operations management
13(15)
Managing all the activities required to create and deliver your goods or services
13(1)
Substantial measurement and analysis of processes
14(4)
Speed
14(1)
Dependability
14(1)
Flexibility
15(1)
Cost
15(1)
Quality
15(3)
Employment of methods to improve performance
18(6)
Six Sigma
18(2)
Lean
20(1)
Lean Six Sigma
21(1)
Process re-engineering
22(2)
Summary
24(1)
Exercises
24(1)
Sample answer for process re-engineering
25(1)
References
26(1)
Case studies
26(1)
Further reading
27(1)
Useful websites
27(1)
Module 3 Marketing in healthcare
28(14)
Marketing and healthcare
28(1)
Marketing process
29(1)
Analysis of marketing opportunities
29(2)
Selecting target markets
31(1)
Developing the marketing mix
32(1)
Product
32(2)
Product life cycle
32(2)
Price
34(1)
Place
34(1)
Promotion
35(1)
People
36(1)
Managing the marketing effort
36(1)
Summary
37(1)
Exercises
37(1)
Sample answer for a marketing plan
38(2)
References
40(1)
Further reading
41(1)
Useful websites
41(1)
Module 4 Strategic management for clinicians
42(11)
Strategy
42(1)
Objective setting
42(1)
Analysis
43(1)
SWOT analysis
43(1)
Porter's five forces
43(4)
Threat of entry
45(1)
Threat of substitutes
45(1)
Power of suppliers
45(1)
Power of buyers
46(1)
Competitive rivalry
46(1)
PESTEL
47(1)
Plan
47(3)
Porter's strategies
47(2)
Ansoff product-growth matrix
49(1)
Implementation
50(1)
Evaluation and control
50(1)
Summary
50(1)
Exercises
51(1)
References
51(1)
Further reading
51(2)
Module 5 Information technology (IT)
53(8)
Patient care
53(2)
Imaging
55(1)
Personal development
56(1)
Research and information
56(1)
Online education
57(1)
Scheduling
57(1)
Social networking
57(2)
Blogs
58(1)
Facebook
58(1)
Twitter
58(1)
Organisational
59(1)
Summary
59(1)
Exercises
59(1)
References
60(1)
Further reading
60(1)
Useful websites
60(1)
Module 6 Human resource management
61(8)
Strategic human resource management
61(1)
Requirements
61(1)
Workforce planning
62(1)
Recruitment
63(1)
Job design
63(1)
Job description
63(1)
Recruitment process
64(1)
Reward management
64(1)
Retention
64(3)
Summary
67(1)
Exercises
68(1)
References
68(1)
Case studies
68(1)
Further reading
68(1)
Useful websites
68(1)
Module 7 The clinical team
69(12)
Anatomy of a team
70(1)
Independent teams (surgeons operating)
70(1)
Interdependent teams (the surgical team)
70(1)
The physiology of the clinical team
70(2)
Forming stage
70(1)
Storming stage
71(1)
Norming state
71(1)
Performing stage
71(1)
Adjourning stage
72(1)
Team roles
72(1)
Building effective teams
73(1)
Team effectiveness model
73(1)
Team dynamics
73(1)
Delegation
74(1)
Conflict
75(3)
Types of conflict
75(1)
Conflict process
75(3)
Why the clinical team?
78(1)
Working examples of a clinical team
79(1)
Summary
79(1)
Exercises
79(1)
References
80(1)
Further reading
80(1)
Useful websites
80(1)
Module 8 Clinical leaders
81(10)
Study of leadership
81(2)
Trait approach
81(1)
Behaviour approach
82(1)
Power-influence approach
83(1)
Situational approach
83(1)
Integrative approach
83(1)
Transactional and transformational leadership
83(2)
Becoming a transformational leader
85(1)
Mentoring and coaching
86(3)
Mentoring
86(2)
Coaching
88(1)
Summary
89(1)
Exercises
89(1)
References
89(1)
Case studies
90(1)
Further reading
90(1)
Useful websites
90(1)
Module 9 Managing clinicians' performance
91(11)
Defining performance
91(1)
What do we measure?
91(1)
Patient pathway
92(1)
Key performance indicators for clinicians
93(1)
What matters most?
94(1)
Why manage performance?
94(1)
Who drives performance?
94(3)
Doctor
94(1)
Patients
95(1)
Regulatory bodies
96(1)
Financiers of healthcare
96(1)
Management
97(1)
How to manage doctors' performance
97(2)
Summary
99(1)
Exercises
100(1)
References
100(1)
Case example
101(1)
Useful websites
101(1)
Module 10 The learning and teaching clinician
102(13)
Learning
102(1)
Experiential learning model
102(1)
Types of learner
103(2)
Learning event planning
105(5)
Needs assessment
105(2)
Objectives
107(1)
Target audience
107(1)
Approach
107(2)
Delivery
109(1)
Evaluation
110(1)
Summary
110(1)
Exercises
111(1)
Sample answer for training event
112(2)
References
114(1)
Further reading
114(1)
Useful websites
114(1)
Module 11 Coping with change in the clinical environment
115(8)
Change management
115(4)
People
115(2)
Organisational culture
117(1)
Processes
118(1)
Why does change fail?
119(1)
Leading a successful change initiative
119(2)
Summary
121(1)
Exercises
122(1)
References
122(1)
Further reading
122(1)
Useful websites
122(1)
Module 12 Innovation in medicine
123(5)
The innovative healthcare organisation
124(1)
The innovative management
125(1)
The innovative doctor
125(2)
Exercises
127(1)
References
127(1)
Further reading
127(1)
Useful websites
127(1)
Glossary 128(3)
Index 131
Reza Nassab, Vaikunthan Rajaratnam, Michael Loh