Strategic Management of Health Care Organizations

The 6th edition of this classic strategic management text provides up-to-date and concise coverage of all the essential strategic momentum. In this edition, the authors have comprehensively addressed issue assessment in the health care environment, service area competitor analysis, internal organizational analysis, development of directional strategies, strategy formulation, and strategy implementation. Through the many new examples and perspectives integrated throughout the text along with numerous "strategic thinking maps" and analysis techniques, readers of this text will be able to develop comprehensive, well-documented, and innovative strategies for health care organizations. The focused format of this edition, combined with web support, make this an essential and accessible read. Highlights of the sixth edition: * This edition is rich in new examples from real-world health care organizations * In response to the waning interest among senior executives in the pursuit of short-term value, the authors have concentrated on the fundamentals of strategy analysis and the underlying sources of long-term success * Chapters are brought to life by the Introductory Incidents, Learning Objectives, Perspectives, Lessons for Health Care Managers, Managers Bookshelf, and questions for class discussion * The teaching materials and web supplements have been greatly enhanced in this edition, with power-point slides and other handy tools to give professors a unique resource

Table of Contents:
Outline of Proposed Changes for. Strategic Management of Health Care Organizations 6th Edition. Chapter. Proposed Changes. Chapter 1 - The Nature of Strategic Management. Move Exhibit 1-1 to Chapter 2. Remove Exhibit 1-2. Shorten sections on Strategic Thinking, Strategic Planning, and Strategic Momentum. Substantially improve artwork in Exhibit 1-3. Update or change Introductory Incident, Perspectives, and in-chapter examples. Add one "Health Care Manager's Book Self" book review. Update literature/Notes. Remove Additional Readings section. Include 5 Perspectives per chapter plus one "Manager's Bookshelf." Focus on making perspectives as time independent as possible. Chapter 2 - Understanding and Analyzing the General and Health Care Environment. Better focus chapter on environmental analysis of two of the three environments. Substantially shorten section on the Components of the General and Health Environments. Move Perspective 2-1 to Chapter 1. Move Stakeholder section to Chapter 3. Update or change Introductory Incident, Perspectives, and in-chapter examples. Add one "Health Care Manager's Book Self" book review. Update literature/Notes. Remove Additional Readings section. Shorten discussion of methods pp. 78-80. Exhibit 2-10 essentially summarizes much of this discussion. Chapter 3 - Service Area Competitor Analysis. Better clarify Service Area Profile section. Add Stakeholder Analysis to process for service area analysis. Update or change Introductory Incident, Perspectives, and in-chapter examples. Add one "Health Care Manager's Book Self" book review. Update literature/Notes. Remove Additional Readings section. Chapter 4 - Internal Environmental Analysis and Competitive Advantage. No major revisions. Update or change Introductory Incident, Perspectives, and in-chapter examples. Add one "Health Care Manager's Book Self" book review. Update literature/Notes. Remove Additional Readings section. Update American Healthways example relative to current characteristics of company or replace example entirely. Chapter 5 - Directional Strategies. No major revisions. Update or change Introductory Incident, Perspectives, and in-chapter examples. Add one "Health Care Manager's Book Self" book review. Update literature/Notes. Remove Additional Readings section. Attempt to develop a better, more efficient way of illustrating the multiple components of mission, vision, and value statements. Redo discussion of Board of Directors in view of recent discussions in health care such the HealthSouth scandal and the nature of Board involvement/noninvolvement. This would liven up the section considerably. Chapter 6 - Developing Strategic Alternatives. Eliminate Exhibit 6-20. No major revisions. Update or change Introductory Incident, Perspectives, and in-chapter examples. Add one "Health Care Manager's Book Self" book review. Update literature/Notes. Remove Additional Readings section. Chapter 7 - Evaluation of Strategic Alternatives and Strategic Choice. No major revisions. Update or change Introductory Incident, Perspectives, and in-chapter examples. Add one "Health Care Manager's Book Self" book review. Update literature/Notes. Remove Additional Readings section. Chapter 8 - Value Adding Service Delivery Strategies. Shorten and tighten up entire chapter. Update or change Introductory Incident, Perspectives, and in-chapter examples. Add one "Health Care Manager's Book Self" book review. Update literature/Notes. Remove Additional Readings section. Shorten discussion of health care customer, branding [pp. 341-348]. Chapter 9 - Value Adding Support Strategies. No major revisions. Update or change Introductory Incident, Perspectives, and in-chapter examples. Add one "Health Care Manager's Book Self" book review. Update literature/Notes. Remove Additional Readings section. Chapter 10 - Communicating the Strategy and Developing Action Plans. No major revisions. Update or change Introductory Incident, Perspectives, and in-chapter examples. Add one "Health Care Manager's Book Self" book review. Update literature/Notes. Remove Additional Readings section. Cases section (20 cases) - 400pp

About the Author :
Peter Ginter is Professor of Management in the Graduate School of Management and Professor of Health Care Organization & Policy in the Lister Hill Center for Health Policy at the School of Public Health at the University of Alabama at Birmingham. W. Jack Duncan is Professor and Univeristy Scholar in Management in the Graduate School of Management and Professor of Health Care Organization & Policy and Senior Scholar in the Lister Hill Center for Health Policy at the School of Public Health at the University of Alabama at Birmingham. Linda E Swayne is Professor and Chair, Department of Marketing in the Belk College of Business Administratioinand Co-Director of the Physicians' Management Institute at the University of North Carolina at Charlotte.