Author Kaye, Alan D
Title Operating Room Leadership and Management
Imprint Cambridge : Cambridge University Press, 2012
©2012
book jacket
Descript 1 online resource (306 pages)
text txt rdacontent
computer c rdamedia
online resource cr rdacarrier
Note Cover -- Operating Room Leadership and Management -- Title -- Copyright -- Dedication -- Contents -- Preface -- Section 1 Leadership and strategy -- Chapter 1 Leadership principles -- Evolution of leadership -- What is leadership? -- Leadership styles -- Situational leadership -- Difference between management and leadership -- Significance of leadership for health-care organizations -- Leadership in the health-care literature -- Leadership is crucial in the management of perioperative services -- Predispositions for leaders -- Game theory in the OR context -- The OR suite's stakeholders -- Game theory concepts -- Game theory applied to the OR suite -- Challenges of OR leadership -- Organizational structures of OR leadership -- Lonely at the top -- Culture and informal organization -- People alignment and change -- Social capital -- Importance of building trust on survival of coalitions -- The impact of leadership on patient safety and quality initiatives -- Summary -- Appendix A. Characteristics of leadership -- Integrity: core to building trust -- Vision and purpose -- Political savvy -- Decision making -- Negotiating -- Motivating others -- References -- Section 1 Leadership and strategy -- Chapter 2 The path to a successful operating room environment -- A closer look at the OR Manager/Director -- Psychology in the OR -- Emotional intelligence -- Emotional pathways -- The components of emotional intelligence -- Measuring emotional intelligence -- Resonant and dissonant leadership -- The importance of emotional intelligence and resonant leadership -- Improving emotional intelligence -- Psychology in the OR: transactional analysis -- One example, structural analysis -- Complementary transactions -- Crossed transactions -- To develop high self-awareness: -- To manage your emotions: -- To develop effective communication skills:
The role of the human resource department -- Team training -- Summary -- References -- Suggested reading -- Section 1 Leadership and strategy -- Chapter 3 Strategic planning -- Introduction -- Development of purpose -- Mission statement -- Vision statement -- Values statement -- Strategic planning -- Timeline -- SWOT analysis -- Competitive analysis -- Goals, objectives, measures, actions, and targets -- Monitoring -- Summary -- References -- Section 1 Leadership and strategy -- Chapter 4 Decision making: The art and the Science -- Introduction -- Building the decision team -- Framing the decision -- Develop and evaluate possible alternatives -- Evaluation of alternatives and use of analytical tools -- Role of bias in decision making -- Make the decision and begin implementation -- Summary -- References -- Section 2 Economic considerations, efficiency, and design -- Chapter 5 Health care and economic realities -- Hospital revenue and the impact of operative services -- Hospital expenses and the impact of operative services -- Risk profile of the OR in an academic environment -- OR efficiency -- Graduate medical education -- Summary -- References -- Section 2 Economic considerations, efficiency, and design -- Chapter 6 Influence of staffing and scheduling on operating room productivity -- Definitions -- Staff scheduling and assignment -- Elective, urgent, and emergent cases -- Definitions related to service-specific staffing -- Managerial cost accounting -- Operating room efficiency on the day of surgery -- Tactical versus operational OR management decisions -- Planning service-specific staffing and scheduling cases based on increasing OR efficiency -- Performing calculations using complete enumeration -- Calculated staffing (OR allocations) differ from those in current practice -- Urgent cases -- Amount of data required for calculations
Sources of data -- Assessing trends, seasonal variation, and data errors -- Services with low OR workloads -- Using qualitative information to improve forecasts -- Forecast remaining underutilized operating room time -- Case scheduling -- Impact of reducing times on productivity -- Impact of reducing surgical and turnover times -- Impact of not changing service-specific staffing -- Impact of not reducing the number of allocated ORs -- Forecasting the time remaining in ongoing cases -- Forecasting the time remaining in ongoing cases -- Summary -- References -- Section 2 Economic considerations, efficiency, and design -- Chapter 7 Operations management and financial performance -- Contribution margin -- Relationship between financial and operational performance -- Measures of financial performance -- Capital structure -- Measures of operational performance -- Process view -- Process capacity and bottlenecks -- Section 2 Economic considerations, efficiency, and design -- Chapter 8 Reengineering operating room function -- Introduction -- Efficiency, productivity, and design -- Waste -- Waste in the OR suite - design is a contributor -- The OR design process -- Who is involved? -- Site visits -- Process mapping -- Getting started -- Operating room dimensions -- Utilities -- Operating room ventilation systems -- Sterile supplies and instrument processing -- Admission unit -- Postanesthesia care unit -- "Waste" management in the OR -- Waiting -- Working in parallel - one size fits all? -- Transportation -- Staff movement -- Reducing defects -- Inventory and storage -- Overprocessing/overproduction -- Communication platforms in the OR -- Building life span and renovation -- Future proofing the design -- Renovating an existing building -- From plans to procedures -- Staying in touch -- Migration -- Summary -- Acknowledgments -- References
Section 2 Economic considerations, efficiency, and design -- Chapter 9 Operating room design and construction: Technical Considerations -- Introduction -- Strategic program planning -- New construction or renovation? -- The planning and design team -- Phases of a project -- Planning -- Schematic -- Design development -- Construction documents -- Construction -- Commissioning -- Considerations for operational processes -- General considerations for OR suites -- Evidence-based design -- Patient flow considerations -- Design of postanesthesia care areas -- Materials flow -- Equipment storage -- Staff support areas -- Ancillary department coordination -- Design of individual ORs -- Space requirements -- Ceiling-mounted booms -- Configuration of the OR -- Substerile space requirement -- Interior finishes -- Equipment planning -- Outsourced equipment planners -- Purchasing protocol -- Infection prevention during construction -- Interim life safety measures -- New technology/integrated ORs -- Hybrid ORs -- Design considerations for ambulatory surgical centers -- Summary -- Section 2 Economic considerations, efficiency, and design -- Chapter 10 Operating an ambulatory surgery center as a successful business -- The history of ambulatory surgery -- Early ambulatory surgery -- In the early 1800s all surgery was "outpatient surgery" -- Early anesthesia was associated with significant morbidity and mortality -- Advances in medicine necessitated hospital-based surgery -- The evolution of modern ambulatory surgery -- The concept of ambulatory surgery was revisited in the 1950s -- Anesthesiologists pioneer the first freestanding ambulatory surgery center -- Several changes were necessary for ambulatory surgery to become practical -- Additional factors driving the growth of ASCs -- Procedures in ASCs cost less -- Patients value the convenience of ASCs
Surgeons value the efficiency of ASCs -- Types of ASCs -- Practice based -- Freestanding -- Hospital joint venture -- Getting started -- Legal structure and ownership -- Anti-kickback and "Stark Law" considerations -- Governing board -- Regulatory approval and licensing -- Certificate of need requirement -- Medicare provider application -- Business plan -- Specialties, types of procedures -- Managed care contracting strategy -- Location -- Site plan -- Financial pro forma -- Key components of the financial pro forma -- Case volumes -- Revenue per case -- Fixed versus variable costs -- Fixed costs -- Variable costs -- Financing -- Facility -- Equipment -- Working capital -- Monitoring performance -- Operating metrics -- Operating room utilization and scheduling efficiency -- Staffing management -- Supply management -- Financial metrics -- Accounts receivable -- Inventory -- Accounts payable -- Cash distributions -- Satisfaction surveys -- Section 3 Surgical and anesthesia practice management -- Chapter 11 Preoperative evaluation and management -- Components of comprehensive preoperative risk assessment -- Patient factors -- Surgical factors -- Anesthetic management -- Aspects of the health-care delivery system -- Various models for the delivery of preoperative care -- Preoperative clinics -- Telephone interviews -- Primary care providers -- Day of surgery -- Value of early remote triage -- Nuts and bolts for starting a physician-directed preoperative clinic -- Economics of preoperative evaluation and management -- Embracing the preoperative clinic -- Section 3 Surgical and anesthesia practice management -- Chapter 12 A surgeon's perspective -- Perioperative standards -- Quality in perioperative care -- Informed consent -- Section 3 Surgical and anesthesia practice management -- Chapter 13 Anesthesia practice management: Core principles -- Introduction
Anesthesia practice structure
Practical resource for all healthcare professionals involved in day-to-day management of operating rooms of all sizes and complexity
Description based on publisher supplied metadata and other sources
Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2020. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries
Link Print version: Kaye, Alan D. Operating Room Leadership and Management Cambridge : Cambridge University Press,c2012 9781107017535
Subject Operating rooms -- Administration
Electronic books
Alt Author Fox, III, Charles J
Urman, Richard D
Fox III, Charles J