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Applied Problem-Solving in Healthcare Management is a practical
textbook devoted to developing and strengthening problem-solving
and decision-making leadership competencies of healthcare
administration students and healthcare management professionals.
Built upon the University of Minnesota Master of Healthcare
Administration Program's Problem-Solving Method, the text describes
the "never assume" mindset and the structured method that drive
evidence-based, action-oriented problem-solving. The "never assume"
mindset requires healthcare leaders to understand themselves and
their stakeholders, and to engage in waves of divergent and
convergent thinking. This structured method guides the problem
solver through the phases of defining, studying, and acting on
complex interrelated organizational problems that involve multiple
root causes. The book also describes how the Problem-Solving Method
is complementary to quality improvement methods and can be used in
healthcare organizations along with Lean, Design Thinking, and
Human Centered Design. Providing step-by-step instruction including
useful tips, tools, activities, and case studies, this effective
resource demonstrates the utility of the method for all types of
health organization settings including health systems, hospitals,
clinics, population health, and long-term care. For students taking
health management, capstone, and experiential learning courses,
including internship and residency projects, this book allows them
to test and apply their problem-solving and decision-making skills
to real-world situations. Beyond the classroom, it is an
indispensable resource for organizations seeking to enhance the
problem-solving skills of their workforce. The authors of the text
have nearly 75 years of combined experience in healthcare
management, leadership, and professional consulting, and teaching
and advising healthcare administration students in classrooms, on
student capstone, internship and residency projects, and case
competitions. Synthesizing their expertise, this text serves as a
guide for those who wish to strengthen their problem-solving
abilities to systematically identify, analyze, study, and solve
pressing organizational challenges in healthcare settings. Key
Features: Describes a mindset and a structured problem-solving
method that builds leadership competencies Encourages a
step-by-step problem-solving approach to define, study, and act on
problems to drive action-oriented solutions Supports experiential
learning and coaching for students and professionals early in their
careers, applicable especially to healthcare management, capstone,
and student consulting courses, internship and residency projects,
case competitions, and professional development in organizations
Compares the Problem-Solving Method to other complementary methods
used in many healthcare organizations, including Lean, Design
Thinking, and Human Centered Design Includes access to the fully
downloadable eBook as well as ancillary materials such as
Instructor's Manual and Sample Syllabi
What challenges do hospital managers face in matching supply and
demand for hospital services while maintaining service quality and
keeping costs low? What are emerging trends in practice? To what
extent and how has the Operations Management (OM) literature
contributed to addressing these challenges? What opportunities and
additional challenges do they pose for the OM researchers? Matching
Supply and Demand for Hospital Services address these questions.
The monograph focuses on the three main types of services that
hospitals provide: surgical services, emergency services, and
inpatient services. In doing so, the authors expose the
interconnectedness of these services and the challenges that arise
due to the cascading effects of mismatches in any one area on all
other hospital operations. The goal is to expose key issues from
practitioner perspectives, use representative data to highlight
problems that are amenable to modeling using operations management
tools, summarize state of the art in modeling such problems, and
identify opportunities for future research. This book underscores
several important observations. First, hospital administrators need
to consider forces affecting demand and supply for services both
inside and outside the hospital walls. Second, hospitals need both
careful advance planning, based on patterns observed in historical
data, as well as dynamic response strategies to unfolding reality
that forces inevitable deviations from plans. Third, the role of
hospitals is changing. Innovations in payment mechanisms that
bundle payment to hospitals and doctors, and offer incentives for
lowering costs, are creating the need to design and implement
effective gainsharing plans. These same forces have also increased
the importance for hospital administrators of choosing the right
number and specialization of salaried physicians, and building
alliances with both upstream (such as primary care clinics) and
downstream (such as skilled nursing facilities) service providers.
OM researchers have addressed some of these topics but significant
new opportunities abound.
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