Management Lessons from Mayo Clinic: Inside One of the World’s Most Admired Service Organizations

Front Cover
McGraw Hill Professional, 2008 M05 31 - 256 pages

Management Lessons from Mayo Clinic reveals for the first time how this complex service organization fosters a culture that exceeds customer expectations and earns deep loyalty from both customers and employees. Service business authority Leonard Berry and Mayo Clinic marketing administrator Kent Seltman explain how the Clinic implements and maintains its strategy, adheres to its management system, executes its care model, and embraces new knowledge - invaluable lessons for managers and service providers of all industries.

Drs. Berry and Seltman had the rare opportunity to study Mayo Clinic's service culture and systems from the inside by conducting personal interviews with leaders, clinicians, staff, and patients, as well as observing hundreds of clinician-patient interactions. The result is a book about how the Clinic's business concept produces stellar clinical results, organizational efficiency, and interpersonal service.

By examining the operating principles that guide every management decision at this legendary healthcare institution, the authors

  • Demonstrate how a great service brand evolves from the core values that nourish and protect it
  • Extrapolate instructive business lessons that apply outside healthcare
  • Illustrate the benefits of pooling talent and encouraging teamwork
  • Relate historical events and perspectives to the present-day Mayo Clinic
  • Share inspiring stories from staff and patients

An innovative analysis of this exemplary institution, Management Lessons from Mayo Clinic presents a proven prescription for creating sustainable service excellence in any organization.

 

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User Review  - Semaj666 - LibraryThing

Rarely do you get a chance to look inside a healthcare institution and see how it works; yet you get that opportunity with this book. Think twice before you say this is a lot of hype and hyperbole ... Read full review

Contents

Chapter 1 The 100Year Brand
1
Chapter 2 Preserving a PatientFirst Legacy
19
Chapter 3 Practicing Team Medicine
49
Chapter 4 Practicing Destination Medicine
67
Chapter 5 Partnering for Leadership
93
Chapter 6 Hiring for Valuesand Talent
131
Chapter 7 Orchestrating the Clues of Quality
159
Chapter 8 Creating Extending and Protecting the Brand
185
Chapter 9 Investing in Tomorrows Organization
223
Chapter 10 Realizing Human Potential
251
Index
267
Copyright

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Common terms and phrases

Popular passages

Page 69 - If a man can write a better book, preach a better sermon, or make a better mousetrap than his neighbor, though he builds his house in the woods, the world will make a beaten path to his door.
Page 260 - We pass the word around; we ponder how the case is put by different people; we read the poetry; we meditate over the literature; we play the music; we change our minds; we reach an understanding.
Page 20 - The best interest of the patient is the only interest to be considered.
Page 49 - It has become necessary to develop medicine as a cooperative science; the clinician, the specialist, and the laboratory workers uniting for the good of the patient, each assisting in the elucidation of the problem at hand, and each dependent upon the other for support.
Page 49 - In other words, the basic philosophy, spirit, and drive of an organization have far more to do with its relative achievements than do technological or economic resources, organizational structure, innovation, and timing.
Page 114 - Churchill once noted that it has been said that democracy is the worst form of government except all the others that have been tried.
Page 96 - ... no part of the net income of this corporation or of its property or assets upon dissolution or liquidation shall ever enure to the benefit of any of its members or any private individuals.
Page 182 - The role of employee effort in satisfaction with service transactions," Journal of Business Research, 32 (3), 239-253.
Page 14 - Above all things let me urge upon you the absolute necessity of careful examinations for the purpose of diagnosis. My own experience has been that the public will forgive you an error in treatment more readily than one in diagnosis, and I fully believe that more than one-half of the failures in diagnosis are due to hasty or unmethodical examinations.
Page 127 - Why Incentive Plans Cannot Work," Harvard Business Review, September-October 1993, pp.

About the author (2008)

Leonard Berry, PhD, is Distinguished Professor of Marketing, and holds the M.B. Zale Chair in Retailing and Marketing Leadership in the Mays Business School at Texas A&M University. He is also Professor of Humanities in Medicine, College of Medicine, Texas A&M Health Science Center. Dr. Berry is the author of several service quality bestsellers and the recipient of the 2007 American Marketing Association/Irwin/McGraw-Hill Distinguished Marketing Educator Award and the 2008 Paul D. Converse Award.

Kent Seltman, PhD, served as director of marketing at Mayo Clinic from 1992 through 2006. With more than 25 years of experience in healthcare marketing, Dr. Seltman writes and lectures frequently on marketing and branding. He also served as editor of Marketing Health Services, published by the American Marketing Association.

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