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Hospital Management - Weimann 4 Performance


High performance in Hospital Management: A guideline for developing and developed countries

hospital management publication

This book provides a broad overview of what is needed to run hospitals and other health care facilities effectively and efficiently. All the skills and tools required to achieve this aim are elucidated in the book, including business engineering and change management, strategic planning and the Balanced Scorecard, project management, integrative innovation management, social and ethical aspects of human resource management, communication and conflict management, staff development and leadership. The guidance offered is exceptional and applicable in both developed and developing countries. Furthermore, the relevant theoretical background is outlined and instructive case reports are included. Each chapter finishes with a summary and five reflective questions. Excellence can only be achieved when health care professionals show in addition to their medical skills a high level of managerial competence. High performance in Hospital Management assists managers of health care providers as well as doctors and nurses to engage in the successful management of a health care facility.

The book is available as an ebook or hardcopy.

Chapter 1 - Engage Your Nurses, Clinicians and Patients to Drive Your Hospital
Goals: What can we learn from other health systems? – What do the different stakeholders expect from their health system? – How innovative is your hospital?

Chapter 2 - Create a Corporate Identity
Goals: What are hospital strategies from the top management? Which group of employees damages the hospital deliberately? What do employees need to be dedicated to a hospital? How can Porter´s value chain be applied to creating a corporate identity for the hospital

Chapter 3 -Develop Your Vision and Communicate It
Goals: How do you develop a vision for a successful hospital strategy? – How and when do you conduct a SWOT or ABC analysis? – How do you develop successful project and project portfolio management? – How can you apply lean management processes in your hospital

Chapter 4 - Face Your Competitors
Goals: Why is benchmarking important? – Why is it so difficult for hospitals to do the right things right? – Which methods can improve processes? – How can you ensure continuous improvement of your processes? – How can you apply Kaizen, CIP, Six Sigma, the PDCA cycle or the DMAIC cycle

Chapter 5 - Improve Communication and Appreciation
Goals: Why are appreciation, transparency and open communication so difficult to achieve in hospitals? – How can you create a culture of open communication and appreciation? – How can you ensure that the receiver understands the information ‘correctly’? – How can you apply transactional analysis for your daily communication

Chapter 6 - Creating Positive Attitudes Towards Change
Goals: Why are improvements associated with change? – Which methods are used by change management? – Which fellow campaigners do you need to cope with changes? – How can you use tools such as CIRS and complaint management to make change happen?

Chapter 7 -Develop and Communicate Your Strategy
Goals: Which performance indicators can you apply to analyse and develop the hospital further? – Why do financial performance indicators only have limited relevance? – What can you expect from the Balanced Scorecard? – Why must the Balanced Scorecard cycle be continuously repeated?

Chapter 8 - Find the Best Staff and Develop Their Skills
Goals: Which fundamental changes have taken place in hospitals over the last decade? – Why is structured approach for staff development important for hospitals? – Which are typical staff characteristics you can find in hospitals? – What is the ideal composition of a team?

Chapter 9 - Manage Your Conflicts Professionally
Goals: Why is necessary to have a positive attitude towards a conflict resolution? – Why does a hospital need an internal dispute culture? – Why should you avoid discussions in the drama triangle? – What are the golden rules for conducting conflict resolution?

Chapter 10 Be a Visionary Leader
Goals: How can you become a visionary leader? – How can you avoid frequent errors in leadership? – How can you motivate your colleagues and co-workers? – How do you prevent identity crises for yourself and your subordinates?


"Without any doubt this book fulfils even ambitious expectations. It therefore serves as a compulsory reading to succeed in the state of the art hospital management enabling to face future challenges."
- Prof. Dr. Felix Sennhauser, MD, University of Zurich

"The book covers an incredibly wide range of topics in an accessible and highly readable way. It is an exceptionally useful resource, even for those of us that have no direct involvement in health care… This book sets out myriad ways in which all disciplines can start to contribute."
- Prof Ingrid Woolard, PhD, University of Stellenbosch

"Professor Weimann has impressed me as someone who cares deeply about the strengthening of health systems and transparent, transformative and cost-effective management of hospitals and resources. Her ultimate expression of these values is her recently published book. 'High Performance in Hospital Management - A Guideline for Developing and Developed Countries', effectively demonstrates her compassionate and visionary leadership within the sphere of hospital management."
- Prof Ntobeko Ntusi, MD, PhD, University of Cape Town

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