Nelson Higher Education

Higher Education

Multi-Sector Casebook in Health Administration, Leadership, and Management, 1st Edition

  • James Johnson
  • Scott Musch
  • ISBN-10: 1133603661
  • ISBN-13: 9781133603665
  • 208 Pages | Hardcover
  • COPYRIGHT: 2013 Published
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About the Product

MULTI-SECTOR CASEBOOK IN HEALTH ADMINISTRATION, LEADERSHIP, AND MANAGEMENT is a thought-provoking introduction to modern health management and leadership through a compelling collection of cases based on real-world scenarios. The selected cases cover a wide range of important issues faced by public, non-profit, and for-profit organizations, providing students with a broad, highly practical overview of situations, roles, and responsibilities your students may encounter in your professional career.Key topics include quality improvement, leadership, strategic planning, budgeting, organizational behavior and change, human resources, systems thinking, decision making and analysis, working with the public, boards and governance, and legal and ethical issues. This diverse material is presented using a strong, consistent case structure to help students readily assess the principles involved, apply critical thinking, and demonstrate and deepen their understanding through discussion or exercises. Perfect as a complement to classroom work or a tool for self-study, this excellent casebook is a must-have resource for current and future health management and public health professionals.


  • Collects interesting, real-world management experiences presented by industry professionals, reflecting diverse scenarios and challenges facing today's health care managers and leaders.

  • Cases encourage critical thinking and promotes appreciation of various roles and perspectives, while considering how to respond to common situations and challenges relevant to modern health care.

  • Provides broad exposure to today's highly complex, multi-faceted health care industry, in which clear-cut answers are few, and circumstances and company policies often determine the "correct" way to handle a situation.

  • Each case is accompanied by discussion questions to reinforce understanding, stimulate critical thinking, and help students foster an understanding of the nuances and complexities of management and leadership in the health care sector.

About the Author

James Johnson

Dr. James A. Johnson specializes in health systems and organization development. He is a professor of health administration in the Dow College of Health Professions at Central Michigan University, an adjunct professor of health policy at Auburn University-Montgomery, and former chair of the Department of Health Administration and Policy at Medical University of South Carolina. Dr. Johnson is also an active researcher and health science writer, with over 100 journal articles and 14 books published. He is the former editor of the Journal of Healthcare Management and is a contributing editor for the Journal of Health and Human Services Administration. In addition to working closely with the World Health Organization (WHO) and ProWorld Service Corps on international public health projects, he is a regular delegate to the World Health Congress and a long-term active member of the American Public Health Association (APHA) and the Association of University Programs in Health Administration (AUPHA). Dr. Johnson has been an invited lecturer at top universities around the globe, has served on many boards (including for AUPHA), and currently serves on the Advisory Board of the Joint Africa Working Group, the Board of Directors of the Africa Research and Development Center, the Advisory Board of the Center for Collaborative Health Leadership, and the Board of Advisors for Health Systems of America. He is also actively involved in the development of a Center for Health Systems and Policy Research at CMU. Dr. Johnson completed his Ph.D. in health policy and administration at Florida State University and his M.P.A. in health care administration at Auburn University.

Scott Musch

Scott D. Musch is director of corporate development for Cambia Health Solutions, the holding company of the Regence Group (the nonprofit Blue Cross Blue Shield health insurance plans in Utah and Oregon, and Blue Shield plans in Idaho and Washington). Mr. Musch specializes in evaluating strategic investment and business development opportunities in health care services. Prior to joining Cambia, he was vice president of corporate development for MedLink International, Inc., a health care information technology company. He has extensive experience in corporate finance, having worked in investment banking for 12 years and served as senior vice president for Shattuck Hammond Partners, an investment bank focused on health care services, where he worked with a wide variety of health care payers and providers on corporate finance and business strategy assignments. Mr. Musch has also served as a vice president in the North American Mergers and Acquisitions Department at J.P. Morgan Securities, Inc. During his seven-year tenure at J.P. Morgan, he was actively involved in the execution and marketing of acquisitions, divestitures, strategic advisory, and private equity assignments for public and private companies in a variety of industries. Mr. Musch earned his M.B.A. from the Tuck School of Business at Dartmouth University, where he was a Tuck Scholar and studied at the International University of Japan in Urasa, Japan. He also graduated with honors from The Wharton School at University of Pennsylvania with degrees in finance and economics, and is currently completing a D.H.A. at Central Michigan University.

Table of Contents

Case 1: Selling a Medicaid Managed Care Company.
Case 2: Independent Medical Practices – Becoming Extinct?
Case 3: Strategic Options Assessment for a Catholic Health System's Health Plan.
Case 4: The Mission Discernment Process.
Case 5: Rural Health Care Development under Health Care Reform.
Case 6: A Change in Culture at a CCRC.
Case 7: Addressing the Psychological Effects of Exposure to Community Violence.
Case 8: Leadership - New Team, New Initiative.
Case 9: Dropping Small Group Insurance Products.
Case 10: Managing Retail-Based Health Clinics: Financial Performance and Mission.
Case 11: Rural Medical Practice – Balancing Needs and Necessities.
Case 12: How Do You End an Unprofitable Business Relationship?
Case 13: Budget Cuts in a Home Care Program.
Case 14: When One Collaborative Member Threatens to End Financial Support.
Case 15: FQHC - A Cure for Ailing Community Health Centers?
Case 16: Nonprofit Losing Funding, Not Faith.
Case 17: Beyond a Patient Complaint.
Case 18: Building Latrines - Half the Solution to Global Sanitation.
Case 19: Numbers and Degrees – Challenges for the Nursing Workforce.
Case 20: Orienting a Contract Physical Therapist.
Case 21: Revamping Ineffective Performance Reviews.
Case 22: We, the Counselors.
Case 23: A Case of Reverse Discrimination?
Case 24: Sexual Harassment at St. Catherine.
Case 25: Understanding Millennial Employees.
Case 26: Managing Diversity.
Case 27: Broken Promises.
Case 28: Sick Building Syndrome.
Case 29: Don't Ask, But Tell.
Case 30: Top Ten U.S. Public Health Achievements.
Case 31: Tuberculosis in the Workplace.
Case 32: Zero Tolerance for Smoking.
Case 33: Ethiopia's Struggle with Resource Management.
Case 34: The Family Health Initiative.
Case 35: The Anti-Vaccination Paradigm.
Case 36: Collaborative Approach to Diabetes Prevention and Care.
Case 37: Healthy Lifestyles Start at Home.
Case 38: Transition Planning for Foster Youth with Special Health Care Needs.
Case 39: Community Coalitions and the Built Environment.
Case 40: Medical Care Taking Flight.
Case 41: Rural Health Care in Central Michigan.
Case 42: Smoking Cessation Program Implementation.
Case 43: The Unexpected Problems.
Case 44: Simplifying an Organizational Chart.
Case 45: Launching into the "New Normal".
Case 46: Journey to Discharge.
Case 47: Team Collaboration in Delivering Integrated Systems of Care.
Case 48: Syphilis Outbreak Response in Puerto Rico.
Case 49: Pacific Needle Exchange Program.
Case 50: Post-EHR Implementation - The Recovery Room Slowdown.
Case 51: Go or No Go - An Executive's Information System Dilemma.
Case 52: Electronic Environmental Health Program Management Tool.
Case 53: Building a Better Budget Tracking System.
Case 54: Adverse Events in a Post Anesthesia Care Unit.
Case 55: Unacceptable Backlogs in the Sterile Processing Department.
Case 56: Responsibility in the Development of a Pressure Ulcer.
Case 57: Recurring Mistake.
Case 58: HIV Testing at a Health and Fitness Fair.
Case 59: To Hear This Message in Korean, Press '9'.
Case 60: Blackout 2003 – An Environmental Health Response.
Case 61: Communicating the Need for Hospital Consolidation.
Case 62: A Giardia Outbreak?
Case 63: Senior Cyber Café.
Case 64: Toy Recall Prompts Attention to Lead Poisoning.
Case 65: How Much Transparency Can the Public Take?
Case 66: A Communications Challenge.
Case 67: Ethical Limits of Patient Satisfaction.
Case 68: Neglected Tropical Diseases - A local NGO's Challenges.
Case 69: A Friend's Dilemma.
Case 70: Stolen Briefcase.
Case 71: Theatre of Operation: Transplanting Solutions in Public Health.
Case 72: Role of Public Health in End-of-Life Issues.
Exercise 1: Written Case Analysis.
Exercise 2: Film Analysis and Discussion.
Exercise 3: SWOT Analysis.
Exercise 4: Mission Statements for Nonprofit and For-Profit Health Care Organizations.
Exercise 5: Prisoners' Dilemma.
Exercise 6: Business Wargaming.
Exercise 7: Diplomacy and Engagement.