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You are here > Home > Reading Lists > Health Administration Books > Managing Health Care Business Strategy Managing Health Care Business Strategy George B. Moseley III, MBA, JD Hardcover: 344 pages ISBN 0763734160 9780763734169 Jones & Bartlett May 2008 (click the button below for the very best available price) The book features all the basic information on strategic planning and management within the unique context of organizations concerned with the delivery and financing of health care. This is the definitive resource and reference on strategic planning and management in healthcare organizations. It's also perfect as a text for those pursuing a career in health care in undergraduate, business, and medical schools, as well as ancillary health professions such as nursing or physician assistant. Established health care professionals, including doctors who are completing programs in business administration, will also find this reference and how-to book to be extremely valuable in preparation for greater involvement in the management of healthcare delivery. This resource provides guidance by noting the singular strategic environment in health care, explaining the special procedures and options available to health care organizations, and providing real-life examples in the form of case studies. It includes not only a description of the basic multi-step process of creating and then managing a strategic plan, but also a detailed look at the role played by the key business functions (finance, marketing, human resources, information technology, and law) as well as specific strategic options (merger/acquisition, reorganization, joint venture) and some of the popular tools for analyzing strategic situations (balanced scorecard, Six Sigma, SWOT). Topics covered include: Basic Strategy Concepts Definition of the concept of “strategy” Purpose of strategic management Levels of strategy Strategic thinking or strategic mindset Incremental vs revolutionary strategy Intended vs actual strategy Strategic planning and management Strategic direction How organizations benefit from practicing strategic planning and management How strategic management goes wrong Barriers to strategic management Focus on the health care and biotechnology industries Environmental forces that affect strategy-making in the health care and biotechnology industries Internal Audit of Strategic Assets Analysis of Historical Financial Performance and Current Financial Condition Resources and Competencies Strategic uses to which resources and competencies can be put Breakdown and evaluation of the internal value chain External Environmental Assessment – Law, Economics, Demographics Strategic benefits of a general external environmental assessment Difficulties in conducting a general external environmental assessment Step-by-step process for assessing the general external environment Basic categories of external environmental factors/forces in health care and biotechnology Interdependencies among external environmental factors Information sources for external environment assessment Tools and techniques for analyzing and monitoring the external environment What to do with the information on the external environment External Environmental Assessment - Market and Customers Analyzing the Market and Its Segments Analyzing the Customer Planning Strategy to Meet Customer Needs in a Targeted Segment External Environmental Assessment - Industry and Competitors Industry Industry Value Chain Five-Forces Model of Industry Structure Competitive intensity Threat of entry by competitors from outside the industry Availability of equivalent, substitute products Bargaining power of buyers or customers Bargaining power of suppliers or employees Strategic Firm Responses to the Five Forces Competitors Which competitors to analyze? Competition with and among networks and systems Narrowing the scope of competitor analysis Individual competitor analysis Using analysis results to forecast how a competitor is likely to behave strategically Competitive intelligence Corporate-level competition Defining Future Direction of the Organization Responsibility for defining strategic direction Mission Vision Values Strategic objectives Examples of real-world's strategic direction documents Formulating Corporate-Level Strategy Value-adding functions of the corporate Center Manage the portfolio of SBUs Model process for corporate portfolio management Corporate-level strategic options Growth - Expand the Portfolio Stability - Maintain the Portfolio Retrenchment - Cut Back the Portfolio Raise Financial Capital for Allocation to the SBU's Allocate Resources and Services to the SBU's Facilitate Synergies among the SBU's Choose a Parenting Style for SBU Interactions Participate in the SBU Strategic Planning and Management Process Oversee and Monitor the Performance of the SBU's Manage the Corporations Relationships with External Stakeholders How the corporate Center can reduce the value created by its SBU's right SBU-Level and Functional Area Strategy Strategic duties of SBU management The role of the corporate Center in SBU strategy Formulating strategy in SBU's and individual businesses Selecting a generic business strategy - à la Porter Functional area strategies Responding to competitors’ strategic moves Implementing the Strategy Supportive Resources and Competencies Functional Area Sub-Strategies Creating and coordinating functional area strategies Decisions and Actions for Implementation Implementation problems that need to be monitored and corrected Monitoring, Fine-Tuning and Changing the Strategy What strategic monitoring involves Why strategic monitoring has become more important Price of failure to notice and respond to strategic change How a strategic plan can go wrong in its implementation Key principles of a strategy monitoring and adjustment program Monitor the past, present, and future Steps in setting up a strategic monitoring system Strategic parameters to be monitored Changes that could be detected by a strategic monitoring system Conclusions that could be reached and changes that could be made Strategic Financial Management Financing of Capital Investments Maintaining or Improving Organizational Creditworthiness Allocating Capital Funds to Strategic Initiatives Tracking the Financial Performance of News Strategies Common Mistakes in Strategic Financial Management Strategy in Other Types of Organizations Not-for-profit (NFP) organizations Public/government agencies Entrepreneurial startups/new ventures Benefits of strategic planning and management for these organizational types This is the definitive resource and reference on strategic planning and management in healthcare organizations. 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