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by Leonard L. Berry and Kent D. Seltman, 256 pages, with illus, $27.95, New York, NY, McGraw-Hill (telephone: 800-722-4726), 2008, ISBN 978-0-07-159073-0.
Grading Key = outstanding; = excellent; = good; = fair; = poor
A comprehensive review and analysis of the management practices and processes that have established Mayo Clinic as a world leader in health care.
Founded on one essential value, “the needs of the patient come first,” Mayo Clinic has successfully combined engineering and art in the practice of medicine. Through the constant application and vigilant monitoring of this single, simple value, an organization-wide culture has emerged. This, in turn shapes and sustains every aspect of service that Mayo Clinic provides. With physicians providing a visionary leadership role that promotes and incorporates teamwork and talent pooling, and an administrative support system that reinforces a high-tech and high-touch approach to medicine, a successful model of patient-centric care has emerged.
Demonstrates through careful, critical, and extensive research the exemplary results of a clearly defined, carefully followed living value that is accepted, nourished, owned, implemented, and sustained by employees at all levels in a service organization. The authors present lessons for managers who desire to apply and follow the Mayo Clinic model, and steps that the managers and leaders have applied that have led to the success of Mayo Clinic.
A chapter incorporating a survey that sampled, compared, and analyzed the perceptions of physicians, personnel, and patients regarding critical components of the patient-centric care model may have provided additional, helpful insights into the Mayo model of management.
A must read for those looking for proven methods that lead to organizational efficiency and effectiveness.