000 05788nam a22005055i 4500
001 vtls000560447
003 RU-ToGU
005 20210922090321.0
007 cr nn 008mamaa
008 170212s2015 gw | s |||| 0|eng d
020 _a9783319212609
_9978-3-319-21260-9
024 7 _a10.1007/978-3-319-21260-9
_2doi
035 _ato000560447
040 _aSpringer
_cSpringer
_dRU-ToGU
050 4 _aR729.5.G4
072 7 _aMBPC
_2bicssc
072 7 _aMED029000
_2bisacsh
082 0 4 _a610
_223
100 1 _aHoupt, Jeffrey L.
_eauthor.
_9467971
245 1 0 _aLearning to Lead in the Academic Medical Center
_helectronic resource
_bA Practical Guide /
_cby Jeffrey L. Houpt, Roderick W Gilkey, Susan H. Ehringhaus.
250 _a1st ed. 2015.
260 _aCham :
_bSpringer International Publishing :
_bImprint: Springer,
_c2015.
300 _aXXI, 219 p. 1 illus. in color.
_bonline resource.
336 _atext
_btxt
_2rdacontent
337 _acomputer
_bc
_2rdamedia
338 _aonline resource
_bcr
_2rdacarrier
505 0 _aTable 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 _aThis 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 _amedicine.
_9566220
650 0 _aGeneral practice (Medicine).
_9461247
650 0 _aPsychiatry.
_9566321
650 0 _aSurgery.
_9303088
650 1 4 _aMedicine & Public Health.
_9566221
650 2 4 _aGeneral Practice / Family Medicine.
_9265975
650 2 4 _aPsychiatry.
_9566321
650 2 4 _aSurgery.
_9303088
700 1 _aGilkey, Roderick W.
_eauthor.
_9467973
700 1 _aEhringhaus, Susan H.
_eauthor.
_9467974
710 2 _aSpringerLink (Online service)
_9143950
773 0 _tSpringer eBooks
856 4 0 _uhttp://dx.doi.org/10.1007/978-3-319-21260-9
912 _aZDB-2-SME
999 _c415511