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Book Categories |
List of Figures, Tables, and Exhibits | ||
Preface | ||
The Authors | ||
Pt. 1 | Restructuring Hospitals to Improve Patient Care | 1 |
1 | The Changing American Hospital: New Approaches to Patient Care | 3 |
2 | Strengthening Hospital Nursing: A Program to Improve Patient Care | 17 |
3 | The Bounding of Empowerment: Managing Change with Empowered Persons | 26 |
Pt. 2 | Strategies for Successful Restructuring | 49 |
4 | Studying Organizational Change in the SHN Hospitals | 51 |
5 | Changes Implemented by SHN Hospitals | 74 |
6 | Principles of Successful Change | 83 |
Pt. 3 | After Restructuring: Empowerment Strategies at Work | 103 |
7 | The Impact of Restructuring on Nursing and Patient Care | 105 |
8 | The Impact of Restructuring on Hospital Culture | 121 |
Pt. 4 | The Cases | 143 |
9 | The Strategic Imperative: Abbott Northwestern Hospital | 145 |
10 | If It Ain't Broke, Fix It Anyway! Beth Israel Hospital | 164 |
11 | All Politics Is Local: District of Columbia General Hospital | 177 |
12 | "You Can't Do Anything Unless You Change the Culture": Health Bond Consortium | 188 |
13 | Maintaining Mission Through Organizational Change: Providence Portland Medical Center | 206 |
14 | Building Networks to Improve Patient Care: The Rural Connection | 218 |
15 | Collaborating to Compete on Quality: University Hospitals of Cleveland | 224 |
16 | The Hospital as Academic Laboratory: University of Utah Hospital | 238 |
17 | From a Knowing Organization to a Learning Organization: Vanderbilt University Hospital | 257 |
References | 277 | |
Index | 285 |
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