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001			95989
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005			20230102112732.0
006			m o d
007			cr cnu|||unuuu
008			170515s2017 gw a ob 001 0 eng d
020			_a3662496607 _q(electronic bk.)
020			_a9783662496602 _q(electronic bk.)
020			_z3662496585
020			_z9783662496589 _q(print)
040			_aN$T _cN$T _dGW5XE _dN$T _dEBLCP _dYDX _dOCLCF _dOCLCO _dUAB _dESU _dAZU _dUPM _dIOG _dOCLCO _dCOO _dMERER _dOCLCO _dOCLCQ _dOCLCO _dOCLCA _dU3W _dOCLCO _dES-MaUEC _bspa
050		4	_aRA971 _b2017 EB
100	1		_aWeimann, Edda, _eautor
245	1	0	_aHigh performance in hospital management : _ba guideline for developing and developed countries _cEdda Weimann, Peter Weimann.
264		1	_aBerlin, Germany _bSpringer International Publishing _c2017
300			_a1 recurso en línea (xix, 219 páginas) _bilustraciones (algunas a color)
336			_aTexto _btxt _2rdacontent
337			_aelectrónico _bc _2rdamedia
338			_arecurso electrónico _bcr _2rdacarrier
347			_atext file _bPDF
504			_aIncluye referencias bibliográficas e índice
505	0		_aForeword; Foreword; Author Biography; Preface; Contents; 1: Engage Your Nurses, Clinicians and Patients to Drive Your Hospital; 1.1 What Do the Different Stakeholders Expect from a Health System?; 1.2 What Can We Learn When We Compare Health Systems Internationally?; 1.2.1 Merging of Funds; 1.2.2 No Opt-Out Option for High Income Groups; 1.2.3 Quality and Efficiency Increase; 1.2.4 Leadership of the State and the Teaching of Values; 1.3 What Do Patients Expect from Health Systems and Hospitals?; 1.3.1 European Health Systems as a Model for Developed Countries.
505	8		_a1.3.2 South African Health System as a Model for Developing Countries1.4 How Can You Become a Top Health Care Provider?; 1.5 Summary; 1.6 Five Reflective Questions for Practical Application; References and Further Reading; 2: Create a Corporate Identity; 2.1 Corporate Identity: Bottom-Up Instead of Top-Down; 2.2 Work Motivation; 2.3 Positive Emotionality; 2.4 Recognising the Competitive Edge; 2.4.1 The Competitive Standing of a Hospital; 2.4.2 Competitive Advantages; 2.4.3 Role of the Value Chain; 2.4.4 Competitive Strategies; 2.4.5 Core Competencies; 2.5 Summary.
505	8		_a2.6 Five Reflective Questions for Practical ApplicationReferences and Further Reading; 3: Develop Your Vision and Communicate It; 3.1 From Vision to Processes; 3.2 SWOT Analysis; 3.3 A Practical Approach to Business Engineering; 3.4 Hospital Strategy; 3.5 Business Processes in the Hospital; 3.6 How Is the Hospital Strategy Linked to Business Processes?; 3.6.1 Evaluation of Business Processes in the Hospital; 3.6.2 ABC Analysis; 3.6.3 Process Portfolio; 3.6.4 Success Factors Analysis; 3.7 Business Models; 3.7.1 Process Maps.
505	8		_a3.7.2 Integration of Business Processes into the Hospital3.8 Project Management; 3.9 Project Portfolio Management; 3.10 Lean Management; 3.11 Summary; 3.12 Five Reflective Questions for Practical Application; References and Further Reading; 4: Face Your Competitors; 4.1 Improve Your Processes Daily and Align Them to Your Benchmarking Results; 4.2 Business Engineering; 4.2.1 Reasons for Business Engineering; 4.2.2 Business Engineering: Business Process Management; 4.3 Business Process Re-engineering; 4.3.1 Fundamentals and Objectives; 4.3.2 Goals and Approaches.
505	8		_a4.3.3 Problems, Opportunities and Risks4.4 Process Improvement with Kaizen, CIP and Six Sigma; 4.4.1 Continuous Improvement Process; 4.4.2 Kaizen and Muda; 4.4.3 Six Sigma; 4.4.4 ISO 9000 Quality Management; 4.4.5 Comparison of Approaches; 4.5 Summary; 4.6 Five Reflective Questions for Practical Application; References and Further Reading; 5: Improve Communication and Appreciation; 5.1 The Art of Appreciation; 5.2 The Art of Communication; 5.2.1 The Four Pillars of Communication; 5.2.2 Be Aware of the Overall Impression You Make; 5.3 The Four 'Ears' of Communication.
520	3		_aThis book provides a broad overview of what is needed to run hospitals and other health care facilities effectively and efficiently. All of the skills and tools required to achieve this aim are elucidated in the book, including business engineering and change management, strategic planning and the Balanced Scorecard, project management, integrative innovation management, social and ethical aspects of human resource management, communication and conflict management, staff development and leadership. The guidance offered is exceptional and applicable in both developed and developing countries. Furthermore, the relevant theoretical background is outlined and instructive case reports are included. Each chapter finishes with a summary and five reflective questions. Excellence can only be achieved when health care professionals show in addition to their medical skills a high level of managerial competence. High performance in Hospital Management assists managers of health care providers as well as doctors and nurses to engage in the successful management of a health care facility.
650		7	_aHospitales _xAdministration. _2embne _0(OCoLC)fst00961176 _0 _9405059
700	1		_aWeimann, Peter, _eautor
856	4	0	_uhttps://go.openathens.net/redirector/universidadeuropea.es?url=http://link.springer.com/10.1007/978-3-662-49660-2 _zAcceso a este recurso digital (usuarios Universidad Europea de Madrid)
988			_aSpringer_Medicine_2017
998			_b02/2018 _dz _e- _zSI
999			_c95989 _d95989 _x1