MHA-5000 v4

Olden, P. C. (2019). Management of healthcare organizations: An introduction (3rd ed.). Chicago, IL: Health Administration Press.
Read Chapter 3, “Planning”, and Chapter 13, “Making Decisions and Solving Problems”. Decision making and future success are dependent on effective planning and problem solving. Chapters 3 and 13, taken together, address essential factors in planning, decision making and problem solving in the healthcare administration setting.

Stratil, J. M., Baltussen, R., Scheel, I., Nacken, A., & Rehfuess, E. A. (2020). Development of the who-integrate evidence-to-decision framework: an overview of systematic reviews of decision criteria for health decision-making. Cost Effectiveness & Resource Allocation, 18(1), 1-15.
The article discusses the development of the WHO-INTEGRATE evidence-to-decision (EtD) framework and provides a comprehensive overview of criteria used in or proposed for real-world decision-making processes, including guideline development, health technology assessment, resource allocation, and others.

Urquhart, R., Kendell, C., Folkes, A., Reiman, T., Grunfeld, E., & Porter, G. A. (2018). Making it happen: middle managers’ roles in innovation implementation in health care. Worldviews on Evidence-Based Nursing, 15(6), 414-423.
The article empirically examines the role of middle managers relevant to innovation implementation and how middle managers experience the implementation process.

Zhu, L., & Rutherford, A. (2019). Managing the gaps: How performance gaps shape managerial decision making. Public Performance & Management Review, 42(5), 1029-1061.
The article discusses whether decisions vary when managerial performance gaps are based on subjective clientele ratings or more objective performance output information.