1Preface
653.24 DIFFERING GOALS
2Chapter - 1 Introduction to Health Care
663.25 SEEKING TO UNDERSTAND: 3.25.1 Managing Conflict
31.1 Definitions of Health
673.26 CONFLICT: 3.26.1 Symptoms of Conflict
41.2 Dimensions of Health
683.27 Classification of Conflict
51.2.1 Physical Dimension
693.27.1 Intrapersonal Conflict
61.2.2 Mental Dimensions:
703.27.2 Intragroup Conflict
71.2.3 Social Dimension
713.27.3 Interpersonal Conflict
81.2.4 Spiritual Dimension
723.27.4 Intergroup Conflict
91.2.5 Emotional Dimension
733.27.5 Conflict Resolution
101.2.6 Vocational Dimension
743.28 Conflict Management Techniques
111.3 Determinants of Health
753.28.1 Collaborating
121.4 Spectrum of Health
763.28.2 Compromising
131.5 Systems of medicine
773.28.3 Accommodating
141.6 Why pursue a career in Healthcare Management?
783.28.4 Competing
151.7 Job roles
793.28.5 Avoiding
161.7.1 Education
803.29 Managers who lead
171.7.2 Work Experience in a Related Occupation
813.29.1 Leading Without Managing:
181.7.3 Licenses, Certifications, and Registrations
823.29.2 Managing Without Leading:
191.8 Qualities required
833.30 Integrating the practices of leading and managing
201.9 Preparations for graduate study
843.31 Pitfalls at the top that can bring you down Hubris
211.10 Exercise
853.32 Exercise
22Chapter - 2 Health System in Brief
86Chapter - 4 Governance in Health Organizations
232.1 Technology and Clinical Developments
874.1 Managing, leading, and good governance
242.2 Issues
884.2 Governance in three health-sector contexts
252.3 Fraud and Abuse: 2.3.1 What Does Health Care Fraud Look Like?
894.2.1 Governance of Complex New Multisectoral Bodies
262.4 Risks of Health Care Fraud
904.2.2 Governance in the Public Sector in The Context of Decentralization
272.4.1 False Patient Diagnoses, Treatment and Medical Histories
914.2.3 Governance in Conflict-affected Countries
282.4.2 Physical Risk to Patients
924.2.4 Good Governance in Civil Society Organizations
292.4.3 Health Care Fraud and Organized Criminal Groups
934.2.5 Good Governance in Civil Society Organizations
302.5 Finances
944.2.6 The Governance Structure of Civil Society Organizations
312.5.1 Meeting Different Financial Goals
954.2.7 Why do CSOs Need Boards of Directors?
322.5.2 Managing Treatment Costs
964.3 Governance roles and responsibilities of the board of directors and management team
332.5.3 Preventing Expensive Medical Conditions
974.3.1 Setting Direction
342.5.4 Changes Bring Fresh Challenges
984.3.2 Ensuring Financial Sustainability
352.6 Exercise
994.3.3 Raising Additional Funds
36Chapter - 3 The Healthcare Industry: A Managerial Model
1004.4 Maintaining good external relationships
373.1 Introduction
1014.4.1 Responding to the Interests of the Community
383.2 NEED FOR MANAGER
1024.4.2 Responding to the Interests of other Partners, Including Donors
393.3 MANAGEMENT POSITIONS: THE CONTROL IN THE ORGANIZATIONAL HIERARCHY
1034.4.3 Responding to the Interests of the Government
403.4 The activities of a health manager
1044.4.4 Maintaining the Effectiveness of the Board
413.5 The roles of a manager
1054.5 Exercise
423.6 ROLE OF THE MANAGER IN TALENT MANAGEMENT
106Chapter - 5 Managing Human Resources
433.7 ROLE OF THE MANAGER IN ENSURING HIGH PERFORMANCE
1075.1 Introduction: 5.1.1 Facing Human Resource Challenges
443.8 ROLE OF THE MANAGER IN SUCCESSION PLANNING
1085.2 The pillars of effective HRM
453.9 MANAGING PRESSURE AND STRESS
1095.3 Benefits of human resource management
463.10 Recognizing stress
1105.3.1 Improve Employee Turnover
473.10.1 Causes of Work-related Stress
1115.3.2 Conflict Resolutions
483.10.2 Role Stress
1125.3.3 Employee Satisfaction
493.11 Symptoms of work-related stress
1135.3.4 Improve Employee Performance
503.12 Causes of work-related stress
1145.3.5 Training and Development
513.13 Self-help
1155.3.6 Making Work Meaningful
523.14 Work-related stress is a management issue
1165.4 Incentive programs build employee satisfaction and motivation : 5.4.1 Developing Incentive Programs
533.15 TIME MANAGEMENT: 3.15.1 The Long-term Tasks Versus the Immediate
1175.5 Managing volunteer staff : 5.5.1 Defining Employee Satisfaction
543.16 A time-management strategy
1185.6 Exercise
553.17 Tips for time management
119Chapter - 6 Managing Medicines and Health Products
563.18 DELEGATING EFFECTIVELY
1206.1 Introduction
573.19 Tips to hone your delegation skills
1216.2 Introduction
583.20 Rules for effective delegation
1226.3 Effective leadership and management practices: 6.3.1 Donated Products
593.21 The process of delegation: 3.21.1 Key Conclusions
1236.4 Receiving and arrangement of stock
603.22 Managing People: 3.22.1 Understanding People
1246.5 Conducting a physical inventory
613.23 DIFFERING VALUES
1256.6 Exercise
623.23.1 Individual Values
126Appendix
633.23.2 Professional or Occupational Values
127Glossary
643.23.3 Group/team Values
128Index
