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This book helps you know how to apply the latest business innovations to the healthcare industry. In order to improve services, maximize efficiency, and compete effectively, the health care industry must use the communication and relationship-building strategies that have transformed successful companies in every industry. An award winning professor of management and director of the MBA program at Brandeis University, Jody Hoffer Gittell's "Managing High Performance Healthcare" taps 10 years of research in the field, delivering a program that helps healthcare professionals tackle obstacles, boost performance, and support high performance at both a provider and industry level.

Relationships between service providers and customers are important for achieving high levels of customer satisfaction and loyalty, service management scholars have shown. Building from existing theories, the author proposes that relationships between service providers are another important contributor to customer outcomes. When service processes are highly interdependent, uncertain, and time constrained, relationships between service providers are integral to the process of coordination and therefore are an important contributor to customer outcomes. In a study of postsurgical care in nine hospitals, the author finds that strong provider-provider relationships directly increase customer satisfaction and loyalty because the overall service experience is more effectively coordinated. Second, strong provider-provider relationships help service providers to develop more effective relationships with their customers, which further increases customer satisfaction and loyalty. Managers should therefore select, train, and reward service providers in a way that supports the formation of strong working relationships between them.

There is a rich debate in organizational theory about the contribution of supervisors to group process and performance, and about the span of control needed to make that contribution. In this paper, I summarize the debate and develop competing hypotheses. These competing hypotheses are tested using multisite survey and archival measures, and interpreted using qualitative data from the same study. I find that small supervisory spans improve performance through their positive effects on group process. In particular, supervisors with smaller spans achieved higher levels of relational coordination among their direct reports. Qualitative data suggest that supervisors with smaller spans achieved these results through working with, and providing intensive coaching and feedback to their direct reports.

From People Analytics to Relational Analytics -- The Theory of Relational Coordination -- Evidence About the Outcomes and Predictors of Relational Coordination -- Choosing a Research/Evaluation Design to Answer Your Questions -- Measuring Relational Coordination -- Constructing Relational Coordination Variables -- Visualizing and Analyzing Relational Coordination with Matrices and Networks -- Measuring the Organizational Structures that Shape Relational Coordination -- Analyzing the Outcomes and Predictors of Relational Coordination -- Leveraging Relational Analytics to Create Positive Change -- Moving Forward with Research and Action.

In this paper we explore a causal mechanism through which high-performance work systems contribute to performance outcomes. We propose that high-performance work systems can improve organizational performance by strengthening relationships among employees who perform distinct functions, a pathway that is expected to be particularly important in settings characterized by highly interdependent work. In a nine-hospital study of patient care, we identify high-performance work practices that positively predict the strength of relational coordination among doctors, nurses, physical therapists, social workers, and case managers, in turn predicting quality and efficiency outcomes for their patients. Relational coordination mediates the association between these high-performance work practices and outcomes, suggesting a relational pathway through which high-performance work systems work.

The focus of this article is the patterns of interaction that arise within work groups, and how organizational and institutional factors play a role in shaping these patterns. Based on an ethnographic study of groups across three national contexts, we describe the variation in patterns of interaction that we observed. We further suggest how different patterns of interaction form mutually reinforcing systems with aspects of the organizational context. In addition, we suggest how these mutually reinforcing systems are perpetuated by aspects of the broader institutional context. Our findings point toward a nested theory of structuration, expanding structuration theory to multiple levels simultaneously. In turn our findings have theoretical and practical implications for better understanding and managing interaction patterns among group members.

High performance leadership : the business mandate -- Staff stability : why and how -- High performance leadership : why and how -- Relationships closest to the resident matter most -- Quality improvement closest to the resident -- Care planning for the highest practicable well-being -- Doing better together -- A doing better together story : finger foods