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Reflect on the assigned readings for Week 1 and then type a two page paper regarding what you thought was the most important concept(s), method(s), term(s), and/or any other thing that you felt was worthy of your understanding. Define and describe what you thought was worthy of your understanding in half a page, and then explain why you felt it was important, how you will use it, and/or how important it is in healthcare management and administration.SEE BELOW ATTACHED BOOKAPA FORMAT WITH PROPER REFERENCESNO PLAGARISOME 2 PG DOUBLE SPACE

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Burns | Bradley | Weiner
Shortell & Kaluzny’s
Organization Design and Behavior
Health Care Management:
Seventh Edition
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SE/Lawton / Elizabeth / Bryan, Shortell & Kaluzny’s Health Care Management: Organization Design and Behavior Xe   ISBN-13: 978-1-305-95117-4 ©2020
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Seventh Edition
Shortell and Kaluzny’s
Health Care Management
Organization Design and Behavior
Seventh Edition
Shortell and Kaluzny’s
Health Care Management
Organization Design and Behavior
Lawton Robert Burns | Elizabeth Howe Bradley | Bryan Jeffrey Weiner
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Shortell and Kaluzny’s Health Care
Management: Organization Design and
Behavior, Seventh Edition
Lawton Robert Burns, Elizabeth Howe
Bradley, and Bryan Jeffrey Weiner
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Introduction / 2
Chapter 1
Delivering Value: The Global Challenge in Health Care Management
Chapter 2
Leadership and Management: A Framework for Action
Micro Perspective / 56
Chapter 3
Organization Design and Coordination
Chapter 4
Motivating People
Chapter 5
Teams and Team Effectiveness in Health Services Organizations
Chapter 6
Chapter 7
Power, Politics, and Conflict Management
Chapter 8
Complexity, Learning, and Innovation
Chapter 9
Improving Quality in Health Care Organizations (HCOs)
Macro Perspective / 240
Chapter 10
Strategy and Achieving Mission Advantage
Chapter 11
Managing Strategic Alliances: Neither Make Nor Buy but Ally
Chapter 12
Health Policy and Regulation
Chapter 13
Health Information Technology and Strategy
Chapter 14
Consumerism and Ethics
Chapter 15
The Globalization of Health Care Delivery Systems
Author Index
Subject Index
Jane Banaszak-Holl, PhD
Professor of Public Health
School of Public Health and Preventive Medicine
Monash University
Melbourne, Australia
Elizabeth Howe Bradley, PhD, MBA
Vassar College
Poughkeepsie, New York
Amanda Brewster, PhD
Assistant Professor of Health Policy & Management
School of Public Health
University of California
Berkeley, California
Lawton Robert Burns, PhD, MBA
The James Joo-Jin Kim Professor, Professor of Health
Care Management, and Director of the Wharton
Center for Health Management and Economics
The Wharton School, University of Pennsylvania
Philadelphia, Pennsylvania
Martin P. Charns, MBA, DBA
Professor of Health Policy and Management
School of Public Health, Boston University
Investigator and Director Emeritus
Center for Healthcare Organization &
Implementation Research
VA Boston Healthcare System
Boston, Massachusetts
Jon A. Chilingerian, PhD
Professor of Management
Heller School, Brandeis University
Adjunct Professor of Public Health & Community
Tufts School of Medicine
Waltham, Massachusetts
Ann F. Chou, PhD, MPH, MA
Associate Professor of Family and Preventive Medicine
College of Medicine
University of Oklahoma Health Sciences Center
Oklahoma City, Oklahoma
Ann Leslie Claesson-Vert, PhD, MSN, PSP
Associate Clinical Professor
Lead Faculty Personalized Learning MSN Program
Northern Arizona University, North Valley Campus
Phoenix, Arizona
Thomas D’Aunno, PhD
Professor of Management
Robert F. Wagner Graduate School of
Public Service
New York University
New York, New York
Mark L. Diana, MBA, MSIS, PhD
Drs. W.C. Tsai and P.T. Kung Professor in Health
Systems Management
Associate Professor and Chair, Department of Health
Policy and Management
Tulane University
New Orleans, Louisiana
Amy C. Edmondson, PhD
Novartis Professor of Leadership and Management
Harvard Business School
Boston, Massachusetts
Bruce Fried, PhD
Associate Professor
Department of Health Policy and Management
University of North Carolina at Chapel Hill
Chapel Hill, North Carolina
Mattia J. Gilmartin RN, PhD, FAAN
Executive Director
NICHE I Nurses Improving Care for Healthsystem
Rory Meyers College of Nursing
New York University
New York, New York
Jennifer L. Hefner, PhD, MPH
Assistant Professor
Division of Health Services Management and Policy
College of Public Health
The Ohio State University
Columbus, Ohio
Christian D. Helfrich, PhD, MPH
Core Investigator, VA Puget Sound Health Services
Research and Development
Research Associate Professor, Health Services
School of Public Health
University of Washington
Seattle, Washington
Timothy Hoff, PhD
Professor of Management, Healthcare Systems,
and Health Policy
D’Amore-McKim School of Business
School of Public Policy and Urban Affairs
Northeastern University
Boston, Massachusetts
Peter D. Jacobson, JD, MPH
Professor Emeritus of Health Law and Policy
Director, Center for Law, Ethics, and Health
University of Michigan School of Public Health
Ann Arbor, Michigan
John R. Kimberly, PhD
Henry Bower Professor of Entrepreneurial Studies
Professor of Management
Professor of Health Care Management
The Wharton School, University of Pennsylvania
Philadelphia, Pennsylvania
Sumit R. Kumar, MD, MPA
Resident Physician, Yale New Haven Hospital
Department of Internal Medicine
Yale School of Medicine
New Haven, Connecticut
Kristin Madison, JD, PhD
Professor of Law and Health Sciences
Northeastern University
Boston, Massachusetts
Ann Scheck McAlearney, ScD, MS
Executive Director, Professor of Family Medicine
CATALYST, The Center for the Advancement of Team
Science, Analytics, and Systems Thinking
College of Medicine, Ohio State University
Columbus, Ohio
Eilish McAuliffe, PhD, MSc, MBA
Professor of Health Systems
School of Nursing, Midwifery, and Health Systems
College of Health and Agricultural Sciences
University College Dublin
Dublin, Ireland
Mario Moussa, PhD, MBA
Adjunct Instructor
Division of Programs in Business
School of Professional Studies
New York University
New York, New York
Ingrid M. Nembhard, PhD, MS
Fishman Family President’s Distinguished Associate
Professor of Health Care Management
The Wharton School, University of Pennsylvania
Philadelphia, Pennsylvania
Derek Newberry
Adjunct Professor
Organizational Dynamics and Anthropology
University of Pennsylvania
Ann Nguyen, PhD, MPH
Postdoctoral Fellow
Department of Population Health
School of Medicine
New York University
New York, New York
Laurel E. Radwin, PhD, RN
Research Health Scientist (formerly)
Center for Healthcare Organization and
Implementation Research
Boston VA Healthcare System
Boston, Massachusetts
Kevin W. Rockmann, PhD
Professor, School of Management
George Mason University
Fairfax, Virginia
Aditi Sen, PhD
Assistant Professor of Health Policy and
Bloomberg School of Public Health
Johns Hopkins University
Baltimore, Maryland
Lauren Taylor, MPH
Doctoral Candidate
Harvard Business School
Harvard University
Gregory L. Vert
Assistant Professor
College of Security and Intelligence
Embry Riddle Aeronautical University
Prescott, Arizona
Karen A. Wager, DBA
Professor and Associate Dean for
Student Affairs
Department of Healthcare Leadership
and Management
College of Health Professions
Medical University of South Carolina
Charleston, South Carolina
Stephen L. Walston, PhD
Director, MHA Program
David Eccles School of Business
University of Utah
Salt Lake City, Utah
Bryan Jeffrey Weiner, PhD
Professor, Departments of Global Health
and Health Services
University of Washington
Seattle, Washington
Gary J. Young, JD, PhD
Director, Northeastern University Center for
Health Policy and Healthcare Research
Professor of Strategic Management
and Healthcare Systems
Northeastern University
Boston, Massachusetts
Edward J. Zajac, PhD
James F. Beré Professor of Organization Behavior
J. L. Kellogg Graduate School of Management
Northwestern University
Evanston, Illinois
or twenty-five years and six editions, we have
attempted to provide an integrative perspective to
the organization and management of health services,
presenting the major management theories, concepts,
and practices of the day. We have also provided practical
illustrations and guidelines to assist managers and prospective managers in the provision of health services in a
variety of settings.
The book is divided into three sections. The first section provides two insightful introductory chapters presenting the challenges of providing health services and
some of the conceptual maps necessary to help guide
managers in the decision-making process and providing
a framework for understanding the role and contributions
of management and leadership within a variety of health
care settings.
As we go to press, we have entered the era of health
care reform, presenting new and perhaps not so new challenges and opportunities. Under the leadership of Rob
Burns, Elizabeth Bradley, and Bryan Weiner, the invited
chapter authors have provided a thoughtful and in-depth
analysis of the theories, concepts, and approaches that
managers and prospective managers need to address the
critical issues in the provision of health services as well
as meet the challenges and opportunities resulting from
health care reform.
The next section focuses on the Micro Perspective—
Managing the Internal Environment. This perspective
addresses the classic issues of organization design, motivation, communications, power, organizational learning,
performance/quality improvement, and managing groups
and teams. Each chapter provides an “In Practice” scenario that sets the scene for the concepts and tools for
effective management.
While these represent significant changes in the operation of the delivery system, the fundamental managerial
challenges remain and will continue to require skillful
attention if health care and the various delivery organizations are to realize their potential. Issues of maintaining
a motivated workforce, assuring state-of-the-art practice
patterns, coordinating various disciplines and specialties to the benefit of patient care, and accommodating
an ever-expanding technology within a market economy
that would benefit the patient and the larger community
have been and will continue to be the major responsibility of management.
managers will need to succeed in the years ahead.
The last section, the Macro Perspective—Managing the
External Environment, focuses on the organizational conThe passage of health care reform brings a great text and addresses the challenge of achieving competitive
deal of uncertainty as it attempts to address the long-­ advantage and managing alliances. Four new chapters
standing problems of access, quality, cost contain- will help prepare managers for the uncertainty of the
ment, and ­significant disparities under unprecedented years ahead. These include the challenges of managing
­economic conditions. Much has changed as reflected an ever-expanding information technology, consumerism,
in the ­mandates regarding access to coverage, coverage an increasingly complex regulatory environment, and
itself, the role of public and private programs, and health finally the recognition that we live in a globalized world.
insurance exchanges as well as the role of comparative
Health services management has come of age, and
effective studies, payment reforms, accountable care Burns, Bradley, Weiner, and their colleagues have preorganizations, and patient-centered medical homes.
sented the theories, concepts, and guidelines that future
This seventh edition provides readers with the relevant
theories, concepts, tools, and applications to address
operational issues that managers face on a daily basis. As
described in the lead chapter, the key challenge facing
organizations and their managers is to deliver “value”—
the ratio of quality to cost. While this has always been
a concern, the reality of present-day economics and the
developing science has made this imperative.
Stephen M. Shortell, PhD
Blue Cross of California Distinguished
Professor of Health Policy & Management
Professor of Organizational Behavior,
Haas School of Business and Dean,
School of Public Health
University of California, Berkeley
Berkeley, California
Arnold D. Kaluzny, PhD
Professor Emeritus of Health and Policy
& Management,
Gillings School of Global Public Health, and Senior
Research Fellow
Cecil G. Sheps Center for Health Services Research,
University of North Carolina at Chapel Hill,
Chapel Hill, North Carolina
facing health care organizations, and examines the roles
of leaders and managers in influencing organizational
culture, performance, and change. Part 2 focuses on
core leadership and managerial tasks within organizations. These include motivating people, guiding teams,
designing structure, coordinating work, communicating
effectively, exerting influence, resolving conflict, negotiating agreements, improving performance, and managing
innovation and change. Part 3 describes the broader context in which health care organizations operate and discusses the managerial implications of several emerging
trends and issues. These include the pursuit of strategies
to achieve the organization’s mission, the growth of strategic alliances in the health sector, the expansion and
complexity of health law and regulation, the uses and
challenges of health information technology, the rise of
consumerism in health care, and the global interconnectedness of health systems.
This book is intended for those interested in a systemic
understanding of organizational principles, practices,
and insights pertinent to the management of health services organizations. The book is based on state-of-the-art
organization theory and research with an emphasis on
application. Although the primary audience is graduate students in health services administration, management, and policy programs, the book will also be of
interest to undergraduate programs, extended degree
programs, executive education programs, and practicing
health sector executives interested in the latest developments in organizational and managerial thinking. It
is also intended for students of business, public administration, medicine, nursing, pharmacy, social work,
and other health professions who will assume managerial responsibilities in health sector organizations
or who want to learn more about the organizations in
which they will spend the major portion of their professional lives. Previous editions have been translated into­
Polish, Korean, Ukrainian, and Hungarian, and we look The Seventh edition continues several popular features
forward to the book’s continued use by our international from the sixth edition. These include the following:
• An explicit list of topics provided at the beginning of
each chapter.
The seventh edition broadens the view of the health
care sector beyond the traditional focus on hospitals
and other provider organizations to include suppliers,
­b uyers, regulators, and public health and financing
­organizations. It offers a comparative, global perspective
on how the United States and other countries address
issues of health and health care. Additionally, the book
discusses managerial implications of emerging issues
in health care such as public reporting, pay for performance, information technology, retail medicine, ethics, and medical tourism. Finally, this seventh edition
expands upon a major theme of prior editions: health
care leaders must effectively design and manage health
care organizations while simultaneously influencing and
adapting to changes in environmental context. Managing
the boundary between the internal organization and its
external environment is therefore a central task of health
care leadership.
The organization of the book reflects this expanded
theme. Part 1 provides an overall perspective on the
health care sector, discusses the distinctive challenges
• Specific behaviorally oriented Learning Objectives
highlighted at the beginning of each chapter.
• A list of Key Terms that readers should be able to
define and apply as a result of reading each chapter.
• An “In Practice” column describing a practical situation facing a health services organizat …
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