Leadership and Management Skills
Books and A/Vs for developing leadership & management skills:
Resources Created By and/or
For Health Professionals
Relevant Resources From
Outside of the Health Professions and Health Care
Resources Created By and/or For Health Professionals.
American Medical Association. Managed Care: An Overview (videotape);
Physician Rights and Managed Care (audiotape), and The Physician and Managed
Care (handbook). Chicago: American Medical Association, 1993.
- This VIDEOTAPE and HANDBOOK from the AMA's Medicine in Transition
series focuses on how managed care impacts individual physicians. The panel
of experts on the videotape includes a family physician.
Arana, George W. and Layton McCurdy. Realigning the values of academic health
centers: The role of innovative faculty management. Academic Medicine.1995;70(12):1073-1078.
- The authors argue that clinical education must be at the center of
the academic enterprise, and they challenge the notion that research- and
publications-oriented faculty are the best group to train practitioners.
They challenge the notion that all faculty members must master research,
teaching, clinical service, and administration. Chairs, they argue, should
be selected, trained, and evaluated on the basis of not only their professional
skills but also on their abilities to be affective administrators and managers.
The ultimate goal is to better match the skills of individual faculty with
the complex and evolving missions of academic health centers.
Association of American Medical Colleges. Academic medicine and health
care reform. Academic Medicine 1993;68(9):705-728.
- To address health care reform from the perspective of academic medicine,
the AAMC formed an Advisory Panel on Strategic Positioning for Health Care
Reform, which was chaired by William B. Kerr. Position papers are presented
on (1) academic medicine: the cornerstone of the American health care system;
(2) goals and principles for health care reform; (3) graduate medical education,
and (4) health-related research.
Bland, Carole J. and Richard L. Holloway. A crisis of mission: faculty
roles and rewards in an era of health-care reform. Change 1995; September-October:
30-35.
- The authors describe societal changes that are dramatically effecting
medical education. Many of the leadership skills and game plans that worked
well in the past are inadequate for the present and future. Topics include
(1) impetus for change (e.g. changes in sources of funding, decreased demand
for specialist services); (2) changing faculty roles and rewards (e.g.,
faculty are doing more patient care; some argue that tenure should be abolished);
(3) managing changing roles and rewards (e.g., by changing promotion and
tenure policies to recognize teaching and clinical services; by moving toward
"collective thinking;" by refining vision and mission and using
these to coordinate institutional, college, and individuals goals; by instituting
faculty and administrator evaluation and development programs); and (4)
advantages from the crisis.
Cunningham R. D., Charles P. Friedman, and B. Weaver. Medical Education:
Making the Grade in Cost Containment. Battle Creek: W. K. Kellogg Foundation,
1986. 226 pages
- This BOOK, which presents the proceedings of the 1984 Conference on
Teaching and Learning in Cost-Effective Health Care, describes several attempts
to initiate cost containment at the undergraduate and graduate levels of
medical education.
Culberson, Richard A., Leslie D. Goode, and Robert M. Dickler. Organizational
Models: Medical School Relationships to the Clinical Enterprise. Washington,
D.C.: Association of American Medical Colleges, 1996. 30 pages
Medical schools vary in a number of ways including how they are organized
and how they relate to physicians, hospitals, and other components of patient
care delivery systems. Rapid environmental change is motivating leaders
of academic medical institutions to assess the current structure of their
organizations and consider possible alternatives. This PAPER is designed
to facilitate an understanding of the interests of the medical school in
various organizational models, for example (1) single ownership; (2) general
partner; (3) limited partner; and (4) subsidiary.
Dill, David. Professional settings for the academic physician. In, McGaghie,
William C. and John J. Frey. Editors. Handbook for the Academic Physician
(pp. 3-10). New York: Springer Verlag, 1986.
Ridky, Jill and George F. Sheldon. Eds. Managing in Academics: A Health
Center Model. St. Louis, MO: Quality Medical Publishing, 1993. 353 pages
Part 1 of this BOOK focuses on the environment (e.g., dynamics of institutional
interaction, the productive organization). Part 2 focuses on development
(e.g., leadership, organizing for effectiveness, fiscal responsiblitiy,
human and organizational resource development, quality management. Part
3 examines the future including changing managerial paradigms.
Whitman Neal, Elaine Weiss, and F. Marian Bishop. Executive Skills for Medical
Faculty, 2nd edition. Salt Lake City, Utah: University of Utah School of
Medicine, 1993. 117 pages
- This HANDBOOK is aimed at faculty who already have or aspire to executive
responsibilities (e.g., as vice presidents of health science centers, directors
of medical education, medical school deans, department heads, residents
program directors, principal investigators, and project team leaders). Its
premise is that effective executives are both managers and leaders. Topics
include time management, productive meetings, and grant writing.
Woods, Scott E. and Gregory K. Griggs. A curriculum for teaching faculty
budgeting and financial management skills. Family Medicine. 1994;26(10):645-648.
- This ARTICLE includes the curriculum for a 6-hour practice management
skills course focusing on the budgeting and financial management skills
necessary to perform in an academic environment.
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Resources From Outside the Health Professions
and Health Care
Baldor, R. Managed Care Made Simple. Cambridge, MA: Blackwell Science, 1996.
145 pages
- This text delivers an introduction to the basics of managed care,
medical costs, and health care reform. As the title promises, it makes a
complex subject simple.
Bennis, Warren and J. Goldsmith. Learning to Lead: A Workbook on Becoming
a Leader. Reading: Addison-Wesley Publishing Company, 1994.
- This workbook is designed as a course or for individual study. Each
chapter includes (a) the discussion of an important leadership topic, (b)
skill building exercises that can be completed in a day, and (c) a self-assessment
section. (More than 30 exercises are included in the workbook.) Topics include
managers versus leaders, leadership myths, and how to develop and communicate
an organizational vision. Warren Bennis is Distinguished Professor of Business
Administration at the University of Southern California
Bryson, John M. Strategic Planning for Public and Nonprofit Organizations:
A Guide to Strengthening and Sustaining Organization Achievement. San Francisco:
Jossey-Bass, 1988.
Cope, R. C. Opportunity from Strength: Strategic Planning Clarified with
Case Examples. Washington, D.C.: Association for the Study of Higher Education,
ERIC Research Report No. 8, 1987. 134 pages
- The author identifies appropriate and inappropriate uses of "strategic
planning," presents a series of very simple to more complex planning
models institutions can adopt or modify, and uses cases from higher education
to illustrates the use of various models. He argues that it is necessary
to use environmental scanning to assess the potential impact of external
forces on institutions.
Covey, Stephen R, The Seven Habits of Highly Effective People: Powerful
Lessons in Personal Change. New York: Simon and Schuster, Inc., 1990.
- This is a very practical guide for applying sound principles to time
and life management, problem solving, and adapting to change. The concepts
presented in this book are the foundation issues for building organizational
and leadership skills.
Fisher, Roger and William Ury. Getting to Yes: Negotiating Agreement
Without Giving In. 7th ed. New York: Penguin Books, 1987. 161 pages
- This book has popularized the "win-win" approach to negotiation
in which each party leaves the table feeling that he or she has gained from
the encounter. Faculty can use this book to establish department-wide guidelines
for how to work out differences. Roger Fisher is Williston Professor of
Law at Harvard Law School and the Director of the Harvard Negotiation Project.
William Ury is a consultant, writer, and lecturer on negotiation and mediation.
Kroeger, Otto and Janet Thuesen. Type Talk at Work: How the 16 Personality
Types Determine Your Success on the Job. NY: Delacorte Press, 1992.
- This book is based on the Myers-Briggs Type Indicator - a tool that
has been used by thousands of students and faculty in the health professions.
The authors explore how the way we prefer to gather information, make decisions,
use time, etc., affects our work. The discussion can help readers get more
insight into the way that they and their colleagues function and interact.
Nanus, Burt. The Vision Retreat: A Facilitator's Guide and a Participant's
Workbook. San Francisco: Jossey-Bass, Publishers, 1995.
- The 35-page how-to facilitator's guide provides practical information
that can help in planning and conducting a retreat designed to engage participants
in developing a shared vision for their organization. The strategies could
be used for a retreat in which a department or program develops a mission
and goals and objects. The participant's 69-page guide includes 23 worksheets
that can be adapted to this purpose.
Ritvo Roger A, Ann H. Litwin and Lee Butler. Editors. Managing in the
Age of Change: Essential Skills to Manage Today's Diverse Workforce. Burr
Ridge, Il: NTL Institute and Irwin Professional Publishing, 1995.
- Experts in organizational development and effectiveness, including
a physician and others with specific expertise in health care organizations
and universities, give current perspectives and practical information and
suggestions on basic management topics, including leadership, delegation,
managing professionals, teamwork, resistance to change, intergroup competition
and conflict, fostering career development, time management, budgeting,
staying well during stressful periods, sexual harassment, and managing diversity.
Senge, Peter M. The Fifth Discipline: The Art and Practice of the Learning
Organization. New York: Currency Doubleday, 1990.
- Peter Senge is the founder and Director of the Center for Organizational
Learning at MIT's Sloan School of Management. In this book he draws the
blueprints for an organization in which people expand their capacity to
create the results they truly desire, where new and expansive patterns of
thinking are nurtured, and where people are continually learning how to
learn together. Some faculty members might want to read Senge et al., 1994
before tackling this more theoretical book.
Senge, Peter M., Art Kleiner, Charlotte Roberts, Richard B. Ross and
Bryan J. Smith, B. The Fifth Discipline Fieldbook: Strategies and Tools
for Building a Learning Organization. New York: Currency Doubleday, 1994.
- Topics include: reinventing relationships, being loyal to the truth,
strategies for developing personal mastery, building a shared vision, systems
thinking in an organization, designing a dialogue session, strategies for
team learning, organizations as communities, and designing an organization's
governing ideas.
Walton, Mary. The Deming Management Method. New York: Perigree Books
(Putnam Publishing Co.), 1986.
- A well-written introduction to Deming's quality improvement philosophy
and methodology, including core principles and data analysis techniques.
Illustrates the application of quality improvement methodology to nine different
types of organizations.
Walton, Mary. Management at Work. New York: Perigree Books (Putnam Publishing
Co.), 1990.
- The author gives a brief review of Deming's quality improvement philosophy
and methodology. Then she provides in-depth studies of quality improvement
efforts in six different organizations, including Hospital Corporation of
America. The book includes a thought-provoking chapter on performance appraisals.
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