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Books on the topic 'Organizational health'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

Cooper, Cary L. Organizational health and wellbeing. Los Angeles: SAGE Publications, 2011.

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2

Cooper, Cary. Organizational Health and Wellbeing. 1 Oliver's Yard, 55 City Road, London EC1Y 1SP United Kingdom: SAGE Publications Ltd, 2011. http://dx.doi.org/10.4135/9781446262771.

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3

Leovey, Imre. The joyful organization: Understanding organizational health, diseases and joy. New Delhi: Response Books, 2003.

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4

Organizational behavior in health care. 2nd ed. Sudbury, Mass: Jones and Bartlett Publishers, 2011.

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5

Constantin, Ticu, and Ana Stoica-Constantin. Conflict, change, and organizational health. Iași, Romania: Editura Universității "Alexandru Ioan Cuza" Iași, 2009.

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6

Tracy, Stephen L. SDDOT organizational health assessment 2000. Pierre, SD: South Dakota Dept. of Transportation, Office of Research, 2000.

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7

Lorenzi, Nancy M., and Robert T. Riley. Organizational Aspects of Health Informatics. New York, NY: Springer New York, 1995. http://dx.doi.org/10.1007/978-1-4757-4184-1.

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8

Promoting health through organizational change. San Francisco: Benjamin Cummings, 2002.

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9

Grossman, Ralph. Health promotion and organizational development: Development for health. Vienna: WHO Regional Office for Europe, Health Promotion Unit, Lifestyles and Health Department, 1993.

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10

Marszalek-Gaucher, Ellen. Transforming healthcare organizations: How to achieve and sustain organizational excellence. San Francisco: Jossey-Bass, 1990.

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11

A primer of health promotion: Creating healthy organizational cultures. Washington, D.C: ORYN Publications, 1985.

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12

1943-, Coffey Richard James, ed. Transforming healthcare organizations: How to achieve and sustain organizational excellence. San Francisco: Jossey-Bass, 1990.

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13

Bauer, Georg F., and Oliver Hämmig. Bridging Occupational, Organizational and Public Health. Dordrecht: Springer Netherlands, 2014. http://dx.doi.org/10.1007/978-94-007-5640-3.

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14

Lombardi, Donald N. The health care organizational survey system. Chicago: American Hospital Pub., 1994.

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15

Grossmann, Ralph. Health promotion and organizational development: Developing settings for health. Vienna, Austria: WHO/Europe, IFF, 1996.

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16

Idziak, Janine Marie. Organizational ethics in senior health care services. Dubuque, Iowa: Simon & Kolz Pub., 2003.

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17

The organizational path to health care quality. Ann Arbor, Mich: Health Administration Press, 1993.

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18

L, Cooper Cary, ed. The fulfilling workplace: The organization's role in achieving individual and organizational health. Burlington, VT: Gower, 2012.

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19

Marilynn, Jackson, ed. Toolbook for health care redesign. Gaithersburg, Md: Aspen Publishers, 1997.

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20

Organization development in health care. Reading, Mass: Addison-Wesley, 1989.

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21

Boss, Richard W. Organization development in health care. Reading, Mass: Addison-Wesley, 1989.

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22

Stanford, Naomi. Organizational health: An integrated approach to building optimum performance. London: Kogan Page, 2012.

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23

T, Riley Robert, ed. Organizational aspects of health informatics: Managing technological change. New York: Springer-Verlag, 1995.

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24

Corporate wellness programs: Linking employee and organizational health. Cheltenham: Edward Elgar Publishing, 2014.

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25

McNulty, Terry. Reengineering health care: The complexities of organizational transformation. Oxford: New York, 2002.

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26

Serkkola, Ari. Organizational diversity of health services in Mogadishu, Somalia. Helsinki: University of Helsinki, Institute of Development Studies, 1992.

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27

Poulin, Louise. Organizational health evaluation and implementation process: Final report. Ottawa, Ont: Canada Council for the Arts, 2004.

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28

Organizational behavior, theory, and design in health care. Sudbury, Mass: Jones and Bartlett Publishers, 2009.

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29

Hollingsworth, Bruce. Efficiency measurement in health and health care. London: Routledge, 2008.

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30

Hollingsworth, Bruce. Efficiency measurement in health and health care. London: Routledge, 2008.

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31

Facing change in health care: Learning faster in tough times. Chicago, Ill: American Hospital Pub., 1996.

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32

Zimmerman, David H. Reengineering health care: A vision for the future. Franklin, Wis: Eagle Press, 1994.

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33

Health Organizations. Jones & Bartlett Learning, LLC, 2017.

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34

Organizational Behavior in Health Care. Jones and Bartlett Publishers, Inc., 2005.

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35

Nancy, Borkowski, ed. Organizational behavior in health care. 2nd ed. Sudbury, MA: Jones and Bartlett Publishers, 2011.

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36

Skinner, Harvey. Promoting Health through Organizational Change. Benjamin Cummings, 2001.

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37

Organizational Behavior in Health Care. Jones & Bartlett Learning, LLC, 2015.

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38

Organizational Behavior in Health Care. Jones & Bartlett Learning, LLC, 2020.

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39

Cherry, Rebecca Ann. RELATIONSHIP OF ORGANIZATIONAL AND NURSE SUBSYSTEM VARIABLES TO NURSING PRODUCTIVITY (ORGANIZATIONAL INPUT VARIABLES). 1990.

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40

Bauer, Georg F., and Gregor J. Jenny. Salutogenic organizations and change: The concepts behind organizational health intervention research. Springer, 2013.

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41

Bauer, Georg F., and Gregor J. Jenny. Salutogenic organizations and change: The concepts behind organizational health intervention research. Springer, 2014.

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42

Organizational Change to Improve Health Literacy. Washington, D.C.: National Academies Press, 2013. http://dx.doi.org/10.17226/18378.

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43

Levay, Charlotta. Health Care Transparency in Organizational Perspective. Edited by Ewan Ferlie, Kathleen Montgomery, and Anne Reff Pedersen. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780198705109.013.12.

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Abstract:

Health care organizations are under increasing pressure to account for their performance to outside constituencies. This chapter reviews the background, nature, and consequences of organized efforts to enhance transparency in health care. Market reforms and quality concerns create mounting demands for public transparency, but health care quality is difficult to assess in a way that is both fair and accessible to a general audience. Public quality reporting has not been shown to improve quality of care, and there is a risk that it produces nominal rather than effective transparency. Especially when combined with economic incentives, transparency regimes tend to breed gaming, which is repeatedly ignored by systems designers. Health professionals typically react negatively, even if they also participate in and derive some benefits from transparency efforts. Future research needs to explore systematically the strategies that professionals, patients, and organizations engage in when creating and receiving public quality information.

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44

Sheaff, Rod, and Jill Schofield. Inter-Organizational Networks in Health Care. Edited by Ewan Ferlie, Kathleen Montgomery, and Anne Reff Pedersen. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780198705109.013.29.

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Inter-organizational networks have proliferated in health systems, as has network research, but coherent explanations relating the varieties of health network to their respective structures, activities and outcomes remain lacking. Focusing on their core productive processes and their governance structures, this chapter contrasts care networks with program networks. It compares these concepts with findings from some primary research on NHS health networks during 2005–10, and notes some implications for network theory and research. NHS networks’ dense, flat structures reflect these networks’ dual function as both care and as program networks. These findings are relevant to the “integrated care” networks developing in many health systems. The development of these networks appears, partly, to be a workaround for the obstacles that market and quasi-market health systems place in the way of coordinating complex care across multiple separate providers.

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45

Health Organizations: Theory, Behavior, and Development. Jones & Bartlett Publishers, 2008.

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46

Health organizations: Theory, behavior, and development. Sudbury, Mass: Jones and Bartlett Publishers, 2009.

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47

Burke, Ronald J., and Cary L. Cooper. Fulfilling Workplace: The Organization's Role in Achieving Individual and Organizational Health. Taylor & Francis Group, 2016.

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48

(Editor), Nancy M. Lorenzi, Joan S. Ash (Editor), Jonathan Einbinder (Editor), Wendy McPhee (Editor), and Laura Einbinder (Editor), eds. Transforming Health Care Through Information (Health Informatics). 2nd ed. Springer, 2004.

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49

Shortell, Stephen, and Rachael Addicott. A New Lens on Organizational Innovations in Health Care. Edited by Ewan Ferlie, Kathleen Montgomery, and Anne Reff Pedersen. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780198705109.013.4.

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The long received wisdom in the organization design, change, and innovation literature is that “form follows function”. We question this dictum particularly for organizations facing radical, volatile changes such as those occurring in the health care sector. Drawing on examples from England, the United States and, to a lesser degree, Australia, Canada, New Zealand, and Singapore we suggest that changes in form oftenprecedechanges in function. We further suggest that they need to do so in order for the functions to be successfully executed. This is as opposed to past attempts to making functional changes without recognizing the need to first change the organizational form in which the functions are to be carried out. We also discuss the implications of this re-framing for form-function alignment and future research.

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50

Resilient Health Care. Taylor & Francis Group, 2013.

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