Health Organizations: Theory, Behavior, and Development / Edition 2

by James A. Johnson, Caren C. Rossow

Overview

Organizations are complex human systems that have evolved over time and continue to do so in an increasingly globalized, information enriched, technology intensive era such as the 21st century. This is especially so following the Affordable Care Act legislation and regulations in the U.S. The new Second Edition of Health Organizations: Theory, Behavior, and Development addresses these changes by integrating new content throughout every chapter and topic area. Health organizations are comprised of highly credentialed professionals who function under considerable scrutiny within many prescribed guidelines. The challenge of managing in this environment is great with the basis of any level of effectiveness coming from an understanding of individual, group, and organization behavior. Additionally, health organizations are not static, tasking leaders to facilitate and manage the change that is inevitable in modern organizations. This book will help the student and practitioner put to use theories of organization and knowledge of organization behavior in ways that foster change in productive and sustainable ways resulting in better outcomes. Students will learn systematic planned approaches for organization development and team building and by examining power, influence, conflict, motivation, and leadership in the context of health service delivery. The overall framework of the Second Edition remains the same as the first book with the following three sections: • Part I - Organization Theory Past and Present • Part II - Organization Dynamics and Human Behavior • Part III - Organization Development and Sustainability The Second Edition introduces new elements including: chapter overviews; film learning exercises; key terms; case studies; chapter discussion questions; in-class exercises; online learning activities; key interviews with leaders and managers; appendix; study guide; and other supporting ancillaries.

Product Details

ISBN-13:	9781284109825
Publisher:	Jones & Bartlett Learning
Publication date:	09/01/2017
Edition description:	New Edition
Pages:	292
Product dimensions:	6.90(w) x 8.90(h) x 0.70(d)

About the Author

James A. Johnson is a medical social scientist who specializes in organizational and health systems development. He is a Professor in the School of Health Sciences and Doctor of Health Administration (DHA) Program at Central Michigan University where he teaches courses in comparative health systems, organizational behavior, and health systems thinking. Heis a veryactive researcher and health science writer with over 100 journal articles and20 books published. One book read worldwide is Comparative Health Systems: Global Perspectiveswhere he and co-researchers analyzed the health systems of 20 different countries. He is also the co-author of the recently published Health Systems Thinking.Eighteen of Professor Johnson’s books have been selected for the permanent collection of the National Library of Medicine.Dr. Johnson is past-editor of the American College of Healthcare Executives (ACHE) Journal of Healthcare Management and a Contributing Editor for the Journal of Health and Human Services Administration, and global health editor for the Journal of Human Security and Resilience.Additionally, he has served on many boards including the Scientific Advisory Board of the National Diabetes Trust Foundation; American Public Health (APHA) Governing Council; Board of the Association of University Programs in Health Administration (AUPHA); Advisory Board of the Alliance for the Blind and Visually Impaired; Board President of Charleston Low Country AIDS Services; Advisory Board of the Joint Africa Working Group;Advisory Board of the Center for Collaborative Health Leadership; and Board of Advisors for Health Systems of America. He is a regular delegate to the World Health Congress and a member of the Global Health Council. Dr. Johnson completed his Ph.D. at Florida State University.

Table of Contents

Acknowledgments x

Foreword xi

Preface xii

Contributors and Collaborators xiv

About the Authors xv

Part 1 Organization Theory and Foundations 1

Chapter 1 Introduction to the Study of Health Organizations 3

Studying Organizations 4

Beyond The Classroom 8

Chapter 2 Anatomy and Physiology of Organization Theory 9

Introduction 10

What Is Theory? 10

Anatomy of Theory 13

Physiology of Theory 16

Conclusion 21

Learning Activities 21

Chapter 3 Classical Theories of Organization 23

Introduction 24

Scientific Management 24

Administrative Principles 26

Bureaucratic Principles 28

Human Relations 30

Administrative Behavior 32

Conclusion 33

Chapter 4 Modern Theories of Organization 35

Introduction 36

General Systems Theory 36

Contingency Theory 37

Transaction Cost Economics 38

Resource Dependence Theory 40

Institutional Theory 41

Population Ecology 43

Conclusion 44

Chapter 5 Complexity and Postmodern Theories of Organization 47

Introduction 48

Systems Approach in Health 48

Complexity Theory in Health Organizations 50

Emerging Perspectives 50

Complex Adaptive Systems 52

Managing Health Organizations as Complex Adaptive Systems 54

Conclusion 57

Chapter 6 Organizational Leadership Theory 59

Introduction 60

Defining Leadership 60

A Chronological Review of Leadership Theory 61

Leadership Phase Evolution 63

Conclusion 73

Part 2 Organization Behavior and Dynamics 83

Chapter 7 Human Behavior and Motivation in Health Organizations 85

Introduction 86

Theories of Motivation 86

Motivation in the Work Environment 90

Changes in Motivation 95

Motivation and Learning 95

Conclusion 97

Chapter 8 Group Dynamics and Teams in Health Organizations 99

Introduction 100

Groups and Teams 100

Group Formation 100

Groups and Teams in Health Organizations 101

Roles, Diversity, and Trust 104

Group Processes 105

Performance and Group Effectiveness 106

Group Phenomena 110

Conclusion 110

Chapter 9 Power and Politics in Health Organizations 113

Introduction 114

Sources of Power 114

Politics in Health Organizations 117

Conclusion 120

Chapter 10 Conflict Theory and Interpersonal Dynamics in Health Organizations 122

Introduction 123

Theories of Conflict 123

Sources of Conflict 124

Interpersonal Relationships 128

Conclusion 131

Chapter 11 Models of Leadership Strategy and Influence for Health Organizations 133

Introduction 134

Strategic Prescription One:The Dynamic Culture Leadership Model 134

Strategic Prescription Two: The Omnibus Leadership Model 140

Tactical Prescription:The Inter-Professional Team Model: PAARP 144

Conclusion 152

Chapter 12 Decision Making, Analytics, and Communication in Health Organizations 155

Introduction 156

Decision Making 156

Reality-Based Models: Garbage Can Model Overview 158

Tools of Decision Making 161

Communication 163

Conclusion 172

Chapter 13 Pathology and Dysfunction in Health Organizations 175

Introduction 176

Health Organization Groups and Professions 176

Complexity and Work Intensity 177

Ambiguous and Conflicting Cultures 178

Organizational Decline 179

Management and Organizational Dysfunction 179

Organizational Well-Being 181

Treatment and Prognosis 182

Conclusion 183

Chapter 14 Diversity and Organizational Culture in Health Organizations 185

Introduction 186

The Business Case for Diversity 187

The True Meaning of Diversity and Inclusion 191

The Impact of Prejudice 192

Diversity Management 193

Managing Diversity, Inclusion, and Health Equity in the LGBT Community 194

Disability and the Workplace 195

Aging in the Workplace 198

Diversity and Inclusion Impact on Care Delivery 198

Components of an Effective Diversity Program 200

Diversity in Healthcare Leadership: Two Major Studies 201

Conclusion 203

Part 3 Organization Development and Change 207

Chapter 15 Ethics and Values in Health Organizations 209

Introduction 210

Ethics 210

Ethical Theories 210

Ethical Principles 212

Organizational Ethics 213

Institutional Ethics Committee 213

Decision-Making Tools 213

Code of Ethics 215

Ethical Leadership 215

Culture 216

Factors That Influence Culture 216

Cultural Change 218

The Purpose of Health Organizations 218

Cultural Levels 219

Ethics-Focused Culture 219

Conclusion 219

Chapter 16 Physician and Clinician Leadership in Health Organizations 221

Introduction-The Case for Leadership 222

Separation of Power 223

The 1990s-Integration Begins 224

Physician Values and Accountabilities 224

Effective Physician Leadership 225

Physician Leadership-Early Pitfalls 226

Cultivating Leadership Skills 226

From Clinician to Leader-Essential Changes in Mindset 227

Leadership Training Programs 227

Nursing Leadership 227

Interdisciplinary Education and Practice 228

The Future; Physician and Clinician Leaders 229

Conclusion 229

Chapter 17 Governance and Board Development in Health Organizations 232

Introduction 233

Board Organization 233

Board Officers 233

Board Committees 234

Board Meeting Format 235

The Relationship Between Senior Management and the Board 237

Fiduciary Duties 237

Financial Oversight 239

Operating Oversight 239

Strategic Oversight 239

Oversight of Patient Care and Resource Utilization 241

Changing Board Models 243

Effective Governance: Cultures and Activities 244

Board Assessment 244

Board Member Education 246

Board Development 247

Current Issues and Controversies 248

Conclusion 249

Chapter 18 Organizational Change and Sustainability in Health Organizations 251

Introduction 252

Organizational Development: Framework for Change 253

Creating the Capacity to Change 257

Conclusion 264

Chapter 19 Organization Development and Crisis Management in Health Organizations 268

Introduction 269

Development Practice and Philosophy 269

Development in a Changing World 269

Conclusion 272

Index 275

Editorial Reviews

Reviewer: Lena L Watson, Dr. RN, MBA/HCM(University of Phoenix)
Description: This unique book discusses modern management theories, concepts, and principles in the context of healthcare.
Purpose: It provides an integrative perspective of organizational theories in healthcare. These are important objectives since healthcare is complex, dynamic, and unique. The editor and contributors review virtually every organizational, behavioral, and management theory relevant to healthcare.
Audience: "The book describes how students and instructors can benefit from reading and applying the information. However, any healthcare leader interested in understanding ways to apply proven theories to an organization will benefit from it. The editor is a noted scholar in the field of health professions who has published over 100 articles and 10 books on management and healthcare issues. In addition, chapters are written by expert contributing authors.
Features: "The first of the book's three parts contains five chapters on organization theory and foundation. Part 2 covers organization behavior and dynamics in 10 chapters, and the six chapters in part 3 cover organization development and change. In addition to discussing the history and most noted organizational theories, behaviors, and principles, the book tackles some of the more challenging and sensitive topics in healthcare such as healthcare management dysfunction and organizational development for terrorism and natural disasters. The layout is easy to follow and the diagrams and charts are easy to understand. The end of each chapter has learning activities, discussion questions, case studies, references, and a summary. The only shortcoming is that the book has a softcover which may not withstand heavy use.
Assessment: The authors explain complex theories in a manner that's interesting and comprehendible for students, and the book is unique in the way it applies existing theories to healthcare organizations. The learning activities help promote competency development and critical thinking, which is valuable for current and future healthcare leaders.