Wentworth
Institute of Technology
Managing the Myths of Health Care : Bridging the Separations between Care, Cure, Control, and Community.
In this sure-to-be-controversial book, leading management thinker Henry Mintzberg turns his attention to reframing the management and organization of health care. The problem is not management per se but a form of remote-control management detached from the operations yet determined to control them....
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| Format: | Electronic eBook |
| Language: | English |
| Published: |
Oakland :
Berrett-Koehler Publishers,
2017.
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| Subjects: | |
| Online Access: |
Full text (Wentworth users only) |
| Local Note: | ProQuest Ebook Central |
Table of Contents:
- Cover; Title Page; Copyright; Contents; Overview; This Book in Brief; Yet Again?; Management? or management?; A Few Cautions; Part I: Myths; 1. Myth #1 We have a system of health care; 2. Myth #2 The system of health care is failing; Suffering from Success; More for Less?; 3. Myth #3 Health care institutions, not to mention the whole system, can be fixed with more heroic leadership; The Position of Heroic Leadership; The Person as Heroic Leader; The Quest for a Regular Leader; 4. Myth #4 The health care system can be fixed with more administrative engineering; Fads, Fallacies, and Foolishness.
- Re-engineering the Health Care FactoryWhen in Doubt, Reorganize; Use Pretend Markets When You Can't Get Away with Real Ones; Merge Like Mad; The Myth of Scale; Keeping the Baby; 5. Myth #5 The health care system can be fixed with more categorizing and commodifying to facilitate more calculating; Categorization for Commodification for Calculation; Beyond, Across, and Beneath the Categories; Some Myths of Measurement; Analyst, Analyze Thyself; 6. Myth #6 The health care system can be fixed with increased competition; Is American Competition the Model?
- Porter and Teisberg on the "Right Kind" of CompetitionDoes Competition Necessarily Foster Innovation?; Is This Really About Competition?; The Cost of Competition; Cooperation, Not Individualization; 7. Myth #7 Health care organizations can be fixed by managing them more like businesses; Herzlinger on this Business of Health Care; When Being a Business Is Bad for our Health Care; When Acting Like a Business is hardly Better; Health Care as a Calling; Summing Up the Fixes; 8. Myths #8 AND #9 Overall, health care is rightly left to the private sector, for the sake of efficiency and choice.
- Overall, health care is rightly controlled by the public sector, for the sake of equality and economyThe Great Divide?; Beyond Crude and Crass; Welcome to the Plural Sector for the Sake of Quality and Engagement; Plural Ownership and the Commons; Plural, Public, or Private?; Engagement and Communityship in the Plural Sector; Disengagement in the Plural Sector; Part II: ORGANIZING; 9. Differentiating; The Specialized Players of Health Care; The Quadrants of Health Care; The Practices of Health Care; 10. Separating; Curtains across the Practices; Sheets over the Patients.
- Walls and Floors between the Administrators11. Integrating; Mind the Gaps; The Mechanisms of Coordination; Forms of Organizing; Part III: Refr Aming; 12. Reframing Management As distributed beyond the "top"; 13. Reframing Strategy As venturing, not planning; 14. Reframing Organization As collaboration transcending competition, culture transcending control, communityship transcending leadership; Enough of the Separations; Enough of the Controls; Enough of the Obsession with Leadership; Enough of all that Competition; Toward Collaboration; Toward Communityship.