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Intro -- Foreword -- Preface -- Contents -- Contributors -- About the Editors -- Managing in Health Care: Cues and Reflections -- 1 Managing the Myths of Health Care -- 1.1 The Myths of Health Care -- 1.2 Reframing Management: As Distributed Beyond the "Top" -- 1.3 Reframing Strategy: As Venturing, not Planning -- 1.4 Reframing Organization: As Collaboration Beyond Control, Communityship Beyond Leadership -- 1.5 Reframing Scale: As Human Beyond Economic -- 1.6 Reframing Managing Style: As Caring More Than Curing -- 1.7 Reframing Managing Style: As a System Beyond Its Parts -- References -- 2 The Historical Evolution of Health Concepts and Approaches: The Challenge of Complexity -- 2.1 Introduction -- 2.2 Healers as Heroic Leaders in Archaic Societies -- 2.3 Health Care as Private Profession in Ancient Times -- 2.4 Divine Engineering in the Middle Ages -- 2.5 Mechanism and Measurement in the Modern Age -- 2.6 Health in the Twentieth Century -- 2.7 The New Myths of the Twentieth Century -- 2.8 The Complexity Trajectory and the Myth of Health Systems' Failure -- References -- 3 A Plural Analysis of Health Myths: Overview of the Volume -- 3.1 Myth #1: The Health Care System Is Failing -- 3.2 Myth #2: The Health Care System Can Be Fixed by Clever Social Engineering -- 3.3 Myth #3: Health Care Institutions as Well as the Overall System Can Be Fixed by Bringing in the Heroic Leader -- 3.4 Myth #4: The Health Care System Can Be Fixed by Treating It More as a Business -- 3.5 Myth #5: Health Care Is Rightly Left to the Private Sector, for the Sake of Efficiency -- 3.6 Myth #6: Health Care Is Rightly Controlled by the Public Sector, for the Sake of Equality -- 3.7 Myth #7: Myth of Measurement -- 3.8 Myth #8: Myth of Scale -- 3.9 Health Myths and Service-Dominant Logic -- References -- Going Through Health Myths -- 4 Myth #1: The Healthcare System Is Failing

Healthcare organizations depend on managers to build effective peer relationships to manage complex patient needs. Today, top management is fighting the many headed monster Hydra from Greek Mythology. The organization is steeped in conflict between peers. But, as soon as one problem is resolved, two more have grown in its place. These appear to be personal conflicts, but instead follow patterns of dysfunction. This book provides the conceptual frameworks for identifying these and for developing peer to peer relationship competence in the healthcare organization

Based on a review of prior studies, this research seeks to enrich the management literature by examining and empirically testing the impact of each of the strategic management practices (environmental scanning, strategy formulation, strategy implementation, and strategy evaluation-monitoring) on financial and non-financial performance of non-governmental organizations (NGOs). A questionnaire was developed and validated to measure strategic management practices and NGOs financial and non-financial performance. Questionnaires were distributed to projects coordinators, programs officers and administration officers of seventy-nine international NGOs operating in the Palestinian Territories. 237 questionnaires were distributed and 160 questionnaires were returned and were usable for statistical analysis. The research results demonstrates that strategic management practices have positive impact not only on financial performance but on non-financial performance of these organizations. Moreover, the research recommends that NGOs rely on strategic management as a means to achieve high performance.
Key words: financial performance, Non-Governmental Organizations, non-financial performance, strategic management practices.