The Academic Health Center
Leadership and Performance

This book, first published in 2005, addresses the management and leadership challenges in providing integrated health care through academic health centers.

Don Detmer (Edited by), Elaine Steen (Edited by)

9781107405073, Cambridge University Press

Paperback / softback, published 19 July 2012

334 pages
24.4 x 17 x 1.8 cm, 0.53 kg

"The book is well written, readable, and quite useful in summarizing health care issues and the importance of the academic health center in education, research, and clinical care."
-JAMA Journal of the American Medical Association

The leadership and management of academic health centers present challenges as complex as any in the corporate environment. A consensus is emerging about their integrated mission of education, research and service, and this book, first published in 2005 and focusing on value-driven management, provides a truly comprehensive review of these issues available. Based on reports produced by the Blue Ridge Academic Health Group, which has developed a framework for meeting the challenges of improving health in the 21st century, it also contains invited commentaries and case studies from leading authorities in and beyond the United States. It identifies the public policies and organizational practices required to maximise the health status of individuals and the population, and highlights innovative practices. It is essential reading for managers and leaders of clinical and basic science departments in academic health centers, and for all those involved in health systems management studies.

1. Academic health centers: current status, future challenges David Blumenthal
2. A health system for the 21st century
Case study. A community oriented primary care network: Parkland health and hospital system Ron Anderson and Sue Pickens
Commentaries Peter Kohler, Enriqueta Bond and Robert Galvin
3. Stronger leadership in and by academic health centers
Case study. An institutional leadership development program: University of Iowa hospitals and clinics Douglas Wakefield, Michael Kienzle, R. Edward Howell and Robert P. Kelch
Commentary Edward D. Miller and Stephen Lipstein
4. Pursuing organizational and cultural change
Case study. Organizational evolution of an AHC enterprises Oregon Health Sciences University Michael Geheb, Mark Penkhus and Peter Kohler
Commentaries Arthur Garson, John Saxton, Michael Johns and George Sheldon
Appendix Baylor Metrics
5. Managing and leveraging organizational knowledge
Case study. Whose knowledge is it anyway? University of California at Los Angeles LuAnn Wilkerson and J. Michael McCoy
Commentary Linda Watson and Sherrilynne Fuller
6. e-Health challenges and opportunities
Case study. Informatics for diabetes education and telemedicine: Columbia Presbyterian Medical Center and State University of New York Upstate Medical University Steven Shea, Justin Starren and Ruth Weinstock
Case study. PatientSite CareGroup Healthcare System Alice Lee, David Delaney and Jim Brophy
Commentary John Glaser and Cynthia Bero
7. Organizational challenges facing the European academic health center Tom Smith
Commentary Haile Debas.

Subject Areas: Medical administration & management [MBPM], Public health & preventive medicine [MBN], Medicine: general issues [MB]