國立虎尾科技大學 |

Learning to Lead in the Academic Medical Center = A Practical Guide /

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Learning to Lead in the Academic Medical Center/ by Jeffrey L. Houpt, Roderick W Gilkey, Susan H. Ehringhaus.
其他題名:	A Practical Guide /
作者:	Houpt, Jeffrey L.
其他作者:	Gilkey, Roderick W.
面頁冊數:	XXI, 219 p. 1 illus. in color.online resource. :
Contained By:	Springer Nature eBook
標題:	General practice (Medicine). -
電子資源:	https://doi.org/10.1007/978-3-319-21260-9
ISBN:	9783319212609

Learning to Lead in the Academic Medical Center = A Practical Guide /
Houpt, Jeffrey L.

Learning to Lead in the Academic Medical CenterA Practical Guide /[electronic resource] :by Jeffrey L. Houpt, Roderick W Gilkey, Susan H. Ehringhaus. - 1st ed. 2015. - XXI, 219 p. 1 illus. in color.online resource.

Table of Contents -- About the Authors -- Forward -- Introduction -- Part I. The Academic Medical Center (AMC): How It Really Works -- Chapter 1. The AMC: the Formal and Informal Organization -- Chapter 2. Culture Is King -- Chapter 3. Authority is Earned, not Bestowed -- Part II. The Role of Personality -- Chapter 4. Personality Traits and Leadership -- Chapter 5.Managing Personality Disorders in the Workplace -- Chapter 6.The Importance of Emotional Intelligence -- Part III. Essential Skills.- Chapter 7. Getting Started the Right Way -- Chapter 8. Negotiation -- Chapter 9. Recruitment: Negotiation in Action -- Chapter 10. Conflict Resolution: Making Friends with Conflict -- Chapter 11. Mastering the Art of Persuasion.- Chapter 12. Running a Meeting.- Chapter 13. Making Good Decisions -- Chapter 14. Stimulating Change without Enduring a Coup -- Chapter 15. A Final Word to Applicants and Search Committees: Picking the Right People for Leadership Roles the First Time -- Part IV. Cases For Discussion -- Chapter 16. Strategic Planning/Outside Consultants: Power and Authority, Vertical Hierarchies, and the Informal Organization -- Chapter 17. Dr. Newby: Change, Getting Started, and Your Baby Is Ugly -- Chapter 18. Dr. Worksalot: Personality and Getting Started -- Chapter 19. Negotiating for a Center Director -- Chapter 20. Dr. Un Settled: Negotiation and Middle Age Dysphoria -- Chapter 21. Dr. Green, Conflict Resolution, and Managing Up and Down -- Chapter 22. Drs. Rich and Pure: Conflict of Interest and Creating School Wide Policies -- Chapter 23. Budget Cuts and Managing Bad News and Incentivizing Faculty -- Chapter 24. A “No Brainer”: Dr. Virtue Comes to State University Medical Center -- Part V. Teaching Materials -- Chapter 25. Strategic Planning/Outside Consultants: Power and Authority, Vertical Hierarchies, and the Informal Organization -- Chapter 26. Dr. Newby: Change, Getting Started, and Your Baby Is Ugly -- Chapter 27. Dr. Worksalot: Personality and Getting Started -- Chapter 28. Negotiating for a Center Director -- Chapter 29. Dr. Unsettled: Negotiation and Middle Age Dysphoria -- Chapter 30. Dr. Green, Conflict Resolution, and Managing Up and Down -- Chapter 31. Drs. Rich and Pure: Conflict of Interest and Creating School Wide Policies -- Chapter 32. Budget Cuts and Managing Bad News and Incentivizing Faculty -- Chapter 33. A “No Brainer”: Dr. Virtue Comes to State University Medical Center -- Appendix A: Developmental Steps -- Appendix B: Questions on Interpersonal and Management Skills -- Appendix C: Annotated Bibliography.

This compelling title is a comprehensive, practical guide for current and aspiring leaders in academic medical centers (AMC). Offering both a broad overview of the dynamics of the AMC and a detailed “how-to” set of instructions for the wide-ranging situations that demand skilled leadership, this expertly designed volume is filled with meaningful examples and insights. Learning to Lead in the Academic Medical Center: A Practical Guide consists of five parts. The first three sections are narrative and intended to help the reader become a better leader. The first section looks at the AMC as a social system and emphasizes an understanding of group dynamics. The second section discusses the critical role of personality, while the third covers all the necessary leadership skill sets such as negotiation, persuasion, conflict resolution, running a meeting, and so on. The fourth section is a fascinating series of case vignettes to solve based on the material that preceded it. The final section provides a set of highly instructional solutions to those cases. An indispensable reference authored by three highly accomplished leaders in the field, Learning to Lead in the Academic Medical Center: A Practical Guide will be of great interest to all physicians and trainees who seek a comprehensive yet handy resource on the need-to-know basics of success in the AMC environment.

ISBN: 9783319212609

Standard No.: 10.1007/978-3-319-21260-9doiSubjects--Topical Terms:

1253458
General practice (Medicine).

LC Class. No.: R729.5.G4

Dewey Class. No.: 610

Learning to Lead in the Academic Medical Center = A Practical Guide /
LDR:05305nam a22003855i 4500 001 962183
003 DE-He213
005 20200704010920.0
007 cr nn 008mamaa
008 201211s2015 gw | s |||| 0|eng d
020 $a 9783319212609 $9 978-3-319-21260-9
024 7 $a 10.1007/978-3-319-21260-9 $2 doi
035 $a 978-3-319-21260-9
050 4 $a R729.5.G4
072 7 $a MBPC $2 bicssc
072 7 $a MED029000 $2 bisacsh
072 7 $a MBPC $2 thema
082 0 4 $a 610 $2 23
100 1 $a Houpt, Jeffrey L. $4 aut $4 http://id.loc.gov/vocabulary/relators/aut $3 1070075
245 1 0 $a Learning to Lead in the Academic Medical Center $h [electronic resource] : $b A Practical Guide / $c by Jeffrey L. Houpt, Roderick W Gilkey, Susan H. Ehringhaus.
250 $a 1st ed. 2015.
264 1 $a Cham : $b Springer International Publishing : $b Imprint: Springer, $c 2015.
300 $a XXI, 219 p. 1 illus. in color. $b online resource.
336 $a text $b txt $2 rdacontent
337 $a computer $b c $2 rdamedia
338 $a online resource $b cr $2 rdacarrier
347 $a text file $b PDF $2 rda
505 0 $a Table of Contents -- About the Authors -- Forward -- Introduction -- Part I. The Academic Medical Center (AMC): How It Really Works -- Chapter 1. The AMC: the Formal and Informal Organization -- Chapter 2. Culture Is King -- Chapter 3. Authority is Earned, not Bestowed -- Part II. The Role of Personality -- Chapter 4. Personality Traits and Leadership -- Chapter 5.Managing Personality Disorders in the Workplace -- Chapter 6.The Importance of Emotional Intelligence -- Part III. Essential Skills.- Chapter 7. Getting Started the Right Way -- Chapter 8. Negotiation -- Chapter 9. Recruitment: Negotiation in Action -- Chapter 10. Conflict Resolution: Making Friends with Conflict -- Chapter 11. Mastering the Art of Persuasion.- Chapter 12. Running a Meeting.- Chapter 13. Making Good Decisions -- Chapter 14. Stimulating Change without Enduring a Coup -- Chapter 15. A Final Word to Applicants and Search Committees: Picking the Right People for Leadership Roles the First Time -- Part IV. Cases For Discussion -- Chapter 16. Strategic Planning/Outside Consultants: Power and Authority, Vertical Hierarchies, and the Informal Organization -- Chapter 17. Dr. Newby: Change, Getting Started, and Your Baby Is Ugly -- Chapter 18. Dr. Worksalot: Personality and Getting Started -- Chapter 19. Negotiating for a Center Director -- Chapter 20. Dr. Un Settled: Negotiation and Middle Age Dysphoria -- Chapter 21. Dr. Green, Conflict Resolution, and Managing Up and Down -- Chapter 22. Drs. Rich and Pure: Conflict of Interest and Creating School Wide Policies -- Chapter 23. Budget Cuts and Managing Bad News and Incentivizing Faculty -- Chapter 24. A “No Brainer”: Dr. Virtue Comes to State University Medical Center -- Part V. Teaching Materials -- Chapter 25. Strategic Planning/Outside Consultants: Power and Authority, Vertical Hierarchies, and the Informal Organization -- Chapter 26. Dr. Newby: Change, Getting Started, and Your Baby Is Ugly -- Chapter 27. Dr. Worksalot: Personality and Getting Started -- Chapter 28. Negotiating for a Center Director -- Chapter 29. Dr. Unsettled: Negotiation and Middle Age Dysphoria -- Chapter 30. Dr. Green, Conflict Resolution, and Managing Up and Down -- Chapter 31. Drs. Rich and Pure: Conflict of Interest and Creating School Wide Policies -- Chapter 32. Budget Cuts and Managing Bad News and Incentivizing Faculty -- Chapter 33. A “No Brainer”: Dr. Virtue Comes to State University Medical Center -- Appendix A: Developmental Steps -- Appendix B: Questions on Interpersonal and Management Skills -- Appendix C: Annotated Bibliography.
520 $a This compelling title is a comprehensive, practical guide for current and aspiring leaders in academic medical centers (AMC). Offering both a broad overview of the dynamics of the AMC and a detailed “how-to” set of instructions for the wide-ranging situations that demand skilled leadership, this expertly designed volume is filled with meaningful examples and insights. Learning to Lead in the Academic Medical Center: A Practical Guide consists of five parts. The first three sections are narrative and intended to help the reader become a better leader. The first section looks at the AMC as a social system and emphasizes an understanding of group dynamics. The second section discusses the critical role of personality, while the third covers all the necessary leadership skill sets such as negotiation, persuasion, conflict resolution, running a meeting, and so on. The fourth section is a fascinating series of case vignettes to solve based on the material that preceded it. The final section provides a set of highly instructional solutions to those cases. An indispensable reference authored by three highly accomplished leaders in the field, Learning to Lead in the Academic Medical Center: A Practical Guide will be of great interest to all physicians and trainees who seek a comprehensive yet handy resource on the need-to-know basics of success in the AMC environment.
650 0 $a General practice (Medicine). $3 1253458
650 0 $a Psychiatry. $3 585488
650 0 $a Surgery. $3 644132
650 1 4 $a General Practice / Family Medicine. $3 593966
700 1 $a Gilkey, Roderick W. $4 aut $4 http://id.loc.gov/vocabulary/relators/aut $3 1070076
700 1 $a Ehringhaus, Susan H. $4 aut $4 http://id.loc.gov/vocabulary/relators/aut $3 1070077
710 2 $a SpringerLink (Online service) $3 593884
773 0 $t Springer Nature eBook
776 0 8 $i Printed edition: $z 9783319212593
776 0 8 $i Printed edition: $z 9783319212616
856 4 0 $u https://doi.org/10.1007/978-3-319-21260-9
912 $a ZDB-2-SME
912 $a ZDB-2-SXM
950 $a Medicine (SpringerNature-11650)
950 $a Medicine (R0) (SpringerNature-43714)