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The speediest bedtime story you will ever read - it's only ten
words long! Welcome to the quickest bedtime story ever! Your little
one will be asleep in seconds. But wait! There are a couple of
things you must do first. Have you plumped up the pillows? And
colour-co-ordinated the teddy bears? Getting ready for a story is a
very important business, I'll have you know... Ingenious,
inventive, and interactive, this laugh-out-loud picture book is
guaranteed to become a bedtime favourite. From debut author Louise
Fitzgerald and bestselling artist Kate Hindley, winner of the
Sainsbury's Children's Book Award and Oscar's Book Prize in 2021.
Every Nosy Crow paperback picture book comes with a free 'Stories
Aloud' audio recording. Just scan the QR code and listen along!
Managing Change is about implementing health care reforms, policies
and programs into everyday practices. The book explores
organizational change in health care as influenced by contemporary
policy and management concepts, and presents and applies
theoretical perspectives.
This volume provides theory and research on organizational change
and predominantly features the application of these ideas to the
health care domain, broadly defined. It addresses enduring issues
in advancing to an effective health care system. The aim of this
book is to offer an accessible and readable text aimed at provoking
thought and questioning, and aiding creativity. It proffers
arguments and ideas which are firmly based in empirical data and
evidence, so that the reader may make informed personal
evaluations. This book is designed to furnish a comprehensive
theoretical basis for understanding organizational change in health
care, as well as selected core issues of contemporary and future
importance to the provision of effective care within sustainable
systems. A series of coherent themes are addressed throughout the
book from differing perspectives. However, every chapter has been
written to standalone and be read independently. Each offers
resources relevant to its' focal topic, in the form of references,
case studies and critique. Setting out a future research agenda,
the book will be vital reading for organizational change
researchers and practitioners in the healthcare industry.
The speediest bedtime story you will ever read - it's only ten
words long! Welcome to the quickest bedtime story ever! Your little
one will be asleep in seconds. But wait! There are a couple of
things you must do first. Have you plumped up the pillows? And
colour-co-ordinated the teddy bears? Getting ready for a story is a
very important business, I'll have you know... This hilarious and
engaging bedtime story will help to settle down even the most
restless readers. Ingenious, inventive, and interactive, this
laugh-out-loud picture book is guaranteed to become a bedtime
favourite. From debut author Louise Fitzgerald and bestselling
artist Kate Hindley, winner of the Sainsbury's Children's Book
Award and Oscar's Book Prize in 2021. Every Nosy Crow paperback
picture book comes with a free 'Stories Aloud' audio recording.
Just scan the QR code and listen along!
This volume provides theory and research on organizational change
and predominantly features the application of these ideas to the
health care domain, broadly defined. It addresses enduring issues
in advancing to an effective health care system. The aim of this
book is to offer an accessible and readable text aimed at provoking
thought and questioning, and aiding creativity. It proffers
arguments and ideas which are firmly based in empirical data and
evidence, so that the reader may make informed personal
evaluations. This book is designed to furnish a comprehensive
theoretical basis for understanding organizational change in health
care, as well as selected core issues of contemporary and future
importance to the provision of effective care within sustainable
systems. A series of coherent themes are addressed throughout the
book from differing perspectives. However, every chapter has been
written to standalone and be read independently. Each offers
resources relevant to its' focal topic, in the form of references,
case studies and critique. Setting out a future research agenda,
the book will be vital reading for organizational change
researchers and practitioners in the healthcare industry.
This important book examines issues affecting the sustainability
and spread of new working practices. The question of why good ideas
do not spread, 'the best practices puzzle', has been widely
recognized. But the 'improvement evaporation effect', where
successful changes are discontinued, has attracted less attention.
Keeping things the way they are has been seen as an organizational
problem to be resolved, not a condition to be achieved. This is one
of the first major studies of the sustainability of change focusing
on the example of the NHS, by a unique team of health service and
academic researchers. The findings may apply to a variety of other
settings. The agenda set out in 2000 in The NHS Plan is perhaps the
largest organization development programme ever undertaken, in any
sector, anywhere. The NHS thus offers a valuable 'living
laboratory' for the study of change. This text shows that
sustainability and spread are influenced by a range of issues -
contextual, managerial, political, individual, and temporal.
Developing a processual perspective, this fresh analysis considers
policy implications, and strategies for managing sustainability and
spread. This book will be essential reading for students, managers,
and researchers concerned with the effective implementation of
organizational change.
This important book examines issues affecting the sustainability
and spread of new working practices. The question of why good ideas
do not spread, 'the best practices puzzle', has been widely
recognized. But the 'improvement evaporation effect', where
successful changes are discontinued, has attracted less attention.
Keeping things the way they are has been seen as an organizational
problem to be resolved, not a condition to be achieved. This is one
of the first major studies of the sustainability of change focusing
on the example of the NHS, by a unique team of health service and
academic researchers. The findings may apply to a variety of other
settings. The agenda set out in 2000 in The NHS Plan is perhaps the
largest organization development programme ever undertaken, in any
sector, anywhere. The NHS thus offers a valuable 'living
laboratory' for the study of change. This text shows that
sustainability and spread are influenced by a range of issues -
contextual, managerial, political, individual, and temporal.
Developing a processual perspective, this fresh analysis considers
policy implications, and strategies for managing sustainability and
spread. This book will be essential reading for students, managers,
and researchers concerned with the effective implementation of
organizational change.
Over the last thirty years, scholars of health care organizations
have been searching for concepts and images to illuminate their
underlying, and shifting, modes of organizing. Nowhere has this
controversy been more intense than in the United Kingdom, given the
long succession of top down reorganizations within the National
Health Service (NHS) over the last thirty years. This book
characterises the nature of key reforms - namely managed networks -
introduced in the UK National Health Service during the New Labour
period (1997-2010), combining rich empirical case material of such
managed networks drawn from different health policy arenas
(clinical genetics, cancer networks, sexual health networks, and
long term care) with a theoretically informed analysis. The book
makes three key contributions. Firstly, it argues that New Labour's
reforms included an important network element consistent with
underlying network governance ideas, specifying conditions of
'success' for these managed networks and exploring how much
progress was empirically evident. Secondly, in order to
conceptualise many of the complex health policy arenas studied, the
book uses the concept of 'wicked problems': problematic situations
with no obvious solutions, whose scope goes beyond any one agency,
often with conflicting stakeholder interests, where there are major
social and behavioural dimensions to be considered alongside
clinical considerations. Thirdly, it makes a contribution to the
expanding Foucauldian and governmentality-based literature on
health care organizations, by retheorising organizational processes
and policy developments which do not fit either professional
dominance or NPM models from a governmentality perspective. From
the empirical evidence gathered, the book argues that managed
networks (as opposed to alternative governance modes of hierarchy
or markets) may well be the most suitable governance mode in those
many and expanding policy arenas characterised by 'wicked
problems', and should be given more time to develop and reach their
potential.
This book analyses changes which have occurred in the organization
and management of the UK public services over the last 15 years,
looking particularly at the restructured NHS. The authors present
an up to date analysis around three main themes: 1. the transfer of
private sector models to the public sector 2. the management of
change in the public sector 3. management reorganization and role
change In doing so they examine to what extent a New Public
Management has emerged and ask whether this is a parochial UK
development or of wider international significance. This is a
topical and important issue in management training, professional
and policy circles. Important analytic themes include: an analysis
of the nature of the change process in the UK public services:
characterisation of quasi markets; the changing role of local
Boards and possible adaptation by professional groupings. The book
also addresses the important and controversial question of
accountability, and contributes to the development of a general
theory of the New Public Management.
This book analyses changes which have occurred in the organization
and management of the UK public services over the last 15 years,
looking particularly at the restructured NHS. The authors present
an up to date analysis around three main themes: 1. the transfer of
private sector models to the public sector 2. the management of
change in the public sector 3. management reorganization and role
change In doing so they examine to what extent a New Public
Management has emerged and ask whether this is a parochial UK
development or of wider international significance. This is a
topical and important issue in management training, professional
and policy circles. Important analytic themes include: an analysis
of the nature of the change process in the UK public services:
characterisation of quasi markets; the changing role of local
Boards and possible adaptation by professional groupings. The book
also addresses the important and controversial question of
accountability, and contributes to the development of a general
theory of the New Public Management.
Health services can and should be improved by applying research
findings about best practice. Yet, in Knowledge to Action?, the
authors explore why it nevertheless proves notoriously difficult to
implement research evidence in the face of strong professional
views and complex organizational structures.
Drawing on a large body of evidence acquired in the course of
nearly fifty in-depth case studies following attempts to introduce
evidence-based practice in the UK NHS over more than a decade.
Using qualitative methods to study hospital and primary care
settings, they are able to shed light on why some of these attempts
succeeded where others faltered. By opening up the intricacies and
complexities of change in the NHS, they reveal the limitations of
the simplistic approaches to implementing research or introducing
evidence-based health care.
A unique synthesis of evidence, the book brings together data from
1,400 interviews with doctors, nurses, and managers, as well as
detailed observations and documentary analysis. The authors provide
an analysis, rooted in a range of theoretical perspectives, that
underlines the intimate links between organizational structures and
cultures and the utilization of knowledge, and draws conclusions
which will be of significance for other areas of public management.
Their findings have implications for the utilization of knowledge
in situations where there is a professional tradition working
within a politically sensitive blend of public service, managerial
accountability, and technical expertise.
A unique synthesis of evidence, the book brings together data from
1,400 interviews with doctors, nurses, and managers, as well as
detailedobservations and documentary analysis. The authors provide
an analysis, rooted in a range of theoretical perspectives, that
underlines the intimate links between organizational structures and
cultures and the utilization of knowledge, and draws conclusions
which will be of significance for other areas of public management.
Their findings have implications for the utilization of knowledge
in situations where there is a professional tradition working
within a politically sensitive blend of public service, managerial
accountability, and technical expertise.
Health services can and should be improved by applying research
findings about best practice. Yet, in Knowledge to Action?, the
authors explore why it nevertheless proves notoriously difficult to
implement research evidence in the face of strong professional
views and complex organizational structures.
Drawing on a large body of evidence acquired in the course of
nearly fifty in-depth case studies following attempts to introduce
evidence-based practice in the UK NHS over more than a decade.
Using qualitative methods to study hospital and primary care
settings, they are able to shed light on why some of these attempts
succeeded where others faltered. By opening up the intricacies and
complexities of change in the NHS, they reveal the limitations of
the simplistic approaches to implementing research or introducing
evidence-based health care.
A unique synthesis of evidence, the book brings together data from
1,400 interviews with doctors, nurses, and managers, as well as
detailed observations and documentary analysis. The authors provide
an analysis, rooted in a range of theoretical perspectives, that
underlines the intimate links between organizational structures and
cultures and the utilization of knowledge, and draws conclusions
which will be of significance for other areas of public management.
Their findings have implications for the utilization of knowledge
in situations where there is a professional tradition working
within a politically sensitive blend of public service, managerial
accountability, and technical expertise.
A unique synthesis of evidence, the book brings together data from
1,400 interviews with doctors, nurses, and managers, as well as
detailedobservations and documentary analysis. The authors provide
an analysis, rooted in a range of theoretical perspectives, that
underlines the intimate links between organizational structures and
cultures and the utilization of knowledge, and draws conclusions
which will be of significance for other areas of public management.
Their findings have implications for the utilization of knowledge
in situations where there is a professional tradition working
within a politically sensitive blend of public service, managerial
accountability, and technical expertise.
Mamma Mia! The Movie (2008) was one of the top international
box-office hits of its year and the fastest selling DVD in British
history. Responses were passionate but polarized: while legions of
fans participated in celebratory sing-along screenings, critics
dismissed it as a 'Super Pooper'. The critical split often ran
along the fault line of gender, with 'snobbish and misogynist' male
critics initially unimpressed by the uninhibited, tongue-in-cheek
frivolity of this rare film written, produced and directed by
women. When won over, critics termed the triumph of emotion over
intellect as a seduction, evoking the question of the film's theme
song: 'How Can I Resist You?' This welcome first book on a
twenty-first-century cultural phenomenon explores these diverse
responses to Mamma Mia!, ranging from enthusiastic embrace to utter
repudiation, and investigates key issues such as the film's
representation of female friendship, its depiction of maternal and
paternal identities and the focus on the older female protagonist,
as well as its status as 'jukebox' musical, queer text and product
of female authorship. Empire magazine's critic Ian Nathan concluded
his bemused account of the film's unprecedented success by stating:
'Mamma Mia! is not like other films'. This book aims to explore
exactly how and why that is the case.
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