LEADER 00000nam a22005173i 4500 
001    EBC1042488 
003    MiAaPQ 
005    20200713055228.0 
006    m     o  d |       
007    cr cnu|||||||| 
008    200713s2012    xx      o     ||||0 eng d 
020    9781139782586|q(electronic bk.) 
020    |z9781107017535 
035    (MiAaPQ)EBC1042488 
035    (Au-PeEL)EBL1042488 
035    (CaPaEBR)ebr10618583 
035    (CaONFJC)MIL402715 
035    (OCoLC)819508229 
040    MiAaPQ|beng|erda|epn|cMiAaPQ|dMiAaPQ 
050  4 RD63 .O62 2012 
082 0  617.917 
100 1  Kaye, Alan D 
245 10 Operating Room Leadership and Management 
264  1 Cambridge :|bCambridge University Press,|c2012 
264  4 |c©2012 
300    1 online resource (306 pages) 
336    text|btxt|2rdacontent 
337    computer|bc|2rdamedia 
338    online resource|bcr|2rdacarrier 
505 0  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: 
505 8  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 
505 8  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 
505 8  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 
505 8  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 
505 8  Anesthesia practice structure 
520    Practical resource for all healthcare professionals 
       involved in day-to-day management of operating rooms of 
       all sizes and complexity 
588    Description based on publisher supplied metadata and other
       sources 
590    Electronic reproduction. Ann Arbor, Michigan : ProQuest 
       Ebook Central, 2020. Available via World Wide Web. Access 
       may be limited to ProQuest Ebook Central affiliated 
       libraries 
650  0 Operating rooms -- Administration 
655  4 Electronic books 
700 1  Fox, III, Charles J 
700 1  Urman, Richard D 
700 1  Fox III, Charles J 
776 08 |iPrint version:|aKaye, Alan D.|tOperating Room Leadership
       and Management|dCambridge : Cambridge University Press,
       c2012|z9781107017535 
856 40 |uhttps://ebookcentral.proquest.com/lib/sinciatw/
       detail.action?docID=1042488|zClick to View