Elio Borgonovi – författare

This book presents different patient-oriented perspectives from surgeons, economic evaluation and management researchers, and business companies active in the healthcare sector, striking a balance between the appropriateness/effectiveness of treatment and efficiency/cost. It does not include technical surgical details, but instead provides the necessary knowledge regarding different groups of patients to help economic and management researchers make accurate evaluations.

Although partially based on the specific case of abdominal wall surgery in the Italian health system, the book defines a model that can, with the necessary adaptations, be applied in other national contexts. It also analyzes different reimbursement systems and methods of data collection. This approach supports the evolution from evidence-based medicine (EBM) to the future of real-world data (big data analysis). Further, it highlights the critical issue of “silos” reimbursement, which is the pillar ofDRG, and proposes methodology to evaluate the direct and indirect benefit and costs of surgery (for example quality of care, costs incurred in cases of surgical complications due to the use of inappropriate, low-cost material or due to surgical procedure.

It is a valuable resource for clinicians, surgeons, policymakers and managers in the field.

This provocative appraisal unpacks commonly held beliefs about healthcare management and replaces them with practical strategies and realistic policy goals. Using Henry Mintzberg’s “Myths of Healthcare” as a springboard, it reveals management practices that undermine care delivery, explores their cultural and corporate origins, and details how they may be reversed through changes in management strategy, organization, scale, and style. Tackling conventional wisdom about decision-making, cost-effectiveness, service quality, and equity, contributors fine-tune concepts of mission and vision by promoting collaboration, engagement, and common sense. The book’s multidisciplinary panel of experts analyzes the most popular healthcare management “myths,” among them:

·         The healthcare system is failing.

·         The healthcare system can be fixed through social engineering. ·         Healthcare institutions can be fixed by bringing in the heroic leader.

·         Healthcare is rightly left to the private sector, for the sake of efficiency.

The Myths of Health Care speaks to a large, diverse audience: scholars of all levels interested in the research in health policy and management, graduate and under-graduate students attending courses in leadership and management of public sector organization, and practitioners in the field of health care.

Outcome-Based Performance Management in the Public Sector is divided into five parts. Part 1 aims at shedding light on problems and issues implied in the design and implementation of “outcome-based” performance management systems in the public sector.

Though the book is specifically focused on a research target, it will also be useful to practitioners and master students in public administration .