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MANAGING MYTHS OF HLTH CARE: BET CARE CURE CNTRL CMMNTY

Management

Business & Economics

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B2B & B2C

<P>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. It reorganizes relentlessly, measures like mad, promotes a heroic form of leadership, favors competition where the need is for cooperation, and pretends that the calling of health care should be managed like a business. This professional form of organizing is the source of health care’s great strength as well as its debilitating weakness. In its administration, as in its operations, it categorizes whatever it can to apply standardized practices whose results can be measured. When the categories fit, this works wonderfully well. But what happens when the fit fails patients, or when the managers and professionals don’t communicate?</P>

Managing the Myths of Health Care

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COLJR

COLSR

Duration

Duration Unit Of Measure

Transaction Type

Front Cover.
Title Page.
Copyright Page.
Contents.
Overview.
Myths.
1: Myth &#x0023;1: We Have A System of Health Care.
2: Myth &#x0023;2: the System of Health Care Is Failing.
3: Myth &#x0023;3: Health Care Institutions, Not to Mention the Whole System, Can Be Fixed With More Heroic Leadership.
4: Myth &#x0023;4: the Health Care System Can Be Fixed With More Administrative Engineering.
5: Myth &#x0023;5: the Health Care System Can Be Fixed With More Categorizing and Commodifying to Facilitate More Calculating.
6: Myth &#x0023;6: the Health Care System Can Be Fixed With Increased Competition.
7: Myth &#x0023;7: Health Care Organizations Can Be Fixed By Managing Them More Like Businesses.
8: Myths &#x0023;8 and &#x0023;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 Economy.
Organizing.
9: Differentiating.
10: Separating.
11: Integrating.
Reframing.
12: Reframing Management: As Distributed Beyond the &#x201c;Top&#x201d;.
13: Reframing Strategy: As Venturing, Not Planning.
14: Reframing Organization As Collaboration Transcending Competition, Culture Transcending Control, Communityship Transcending Leadership.
15: Reframing the Practice of Managing: As Caring Before Curing.
16: Reframing Scale: As Human Beyond Economic.
17: Reframing Ownership: As Plural and Common Alongside Public and Private.
18: Reframing Health Care Overall: As A System Beyond Its Parts.
Finally.
References.
Index.
The Author and the Others.
Other Backmatter.

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Managing the Myths of Health Care