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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
