Don Detmer / Elaine Steen (eds.)

The Academic Health Center

Ed. by Don Detmer and Elaine Steen

• Gebundenes Buch

Produktbeschreibung

The leadership and management of academic health centers present challenges as complex as any in the corporate environment. A consensus is emerging about their integrated mission of education, research and service, and this book, first published in 2005 and focusing on value-driven management, provides a truly comprehensive review of these issues available. Based on reports produced by the Blue Ridge Academic Health Group, which has developed a framework for meeting the challenges of improving health in the 21st century, it also contains invited commentaries and case studies from leading authorities in and beyond the United States. It identifies the public policies and organizational practices required to maximise the health status of individuals and the population, and highlights innovative practices. It is essential reading for managers and leaders of clinical and basic science departments in academic health centers, and for all those involved in health systems management studies.

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Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.

Produktdetails

• Verlag: Cambridge University Press
• Seitenzahl: 334
• Erscheinungstermin: 15. Juli 2016
• Englisch
• Abmessung: 250mm x 175mm x 23mm
• Gewicht: 845g
• ISBN-13: 9780521827188
• ISBN-10: 0521827183
• Artikelnr.: 14684556

Autorenporträt

Don Detmer is Professor Emeritus and Professor of Medical Education at the University of Virginia and Senior Scholar at the Judge Institute of Management Studies, University of Cambridge. He founded the Blue Ridge Academic Health Group in 1997, and has served as the CEO of the Health Sciences Centers of the Universities of Utah and Virginia.
Elaine Steen is a health policy analyst affiliated with the University of Virginia and served as project manager and editor of the Blue Ridge Academic Health Group.

Inhaltsangabe

1. Academic health centers: current status, future challenges David Blumenthal; 2. A health system for the 21st century; Case study. A community oriented primary care network: Parkland health and hospital system Ron Anderson and Sue Pickens; Commentaries Peter Kohler, Enriqueta Bond and Robert Galvin; 3. Stronger leadership in and by academic health centers; Case study. An institutional leadership development program: University of Iowa hospitals and clinics Douglas Wakefield, Michael Kienzle, R. Edward Howell and Robert P. Kelch; Commentary Edward D. Miller and Stephen Lipstein; 4. Pursuing organizational and cultural change; Case study. Organizational evolution of an AHC enterprises Oregon Health Sciences University Michael Geheb, Mark Penkhus and Peter Kohler; Commentaries Arthur Garson, John Saxton, Michael Johns and George Sheldon; Appendix Baylor Metrics; 5. Managing and leveraging organizational knowledge; Case study. Whose knowledge is it anyway? University of California at Los Angeles LuAnn Wilkerson and J. Michael McCoy; Commentary Linda Watson and Sherrilynne Fuller; 6. e-Health challenges and opportunities; Case study. Informatics for diabetes education and telemedicine: Columbia Presbyterian Medical Center and State University of New York Upstate Medical University Steven Shea, Justin Starren and Ruth Weinstock; Case study. PatientSite CareGroup Healthcare System Alice Lee, David Delaney and Jim Brophy; Commentary John Glaser and Cynthia Bero; 7. Organizational challenges facing the European academic health center Tom Smith; Commentary Haile Debas.

Rezensionen

"The book is well written, readable, and quite useful in summarizing health care issues and the importance of the academic health center in education, research, and clinical care."
-JAMA Journal of the American Medical Association