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* A practical introduction to the business of management for
doctors and managers at all levels * This simple guide provides
easy-to-use tools and techniques * It explains jargon, presents
managerial tasks in context and provides managerial models
This book brings together a variety of the best papers from an
international research symposium on organisational behaviour in
healthcare. It includes contributions from key names such as Sandra
Dawson and Peter Spurgeon with a foreword by Rosemary Stewart. Also
including chapters from Australia, Canada and Europe, it is
consciously international in perspective and aims to relate the
public sector agenda as a comparator for developments in the US.
While the implementation of evidence-based medicine guidelines is
well studied, there has been little investigation into the extent
to which a parallel evidence-based management movement has been
influential within health care organizations. This book explores
the various management knowledges and associated texts apparent in
English health care organizations, and considers how the local
reception of these texts was influenced by the macro level
political economy of public services reform evident during the
period of the politics of austerity. The research outlined in this
volume shows that very few evidence-based management texts are
apparent within health care organizations, despite the influence of
certain knowledge producers, such as national agencies, think
tanks, management consultancies, and business schools in the
industry. Bringing together the often disconnected academic
literature on management knowledge and public policy, the volume
addresses the ways in which preferred management knowledges and
texts in these publicly funded settings are sensitive to the macro
level political economy of public services reform, offering an
empirically grounded critique of the evidence-based management
movement.
Context is a central concept in organization and management
studies, yet it is often used in a generalized, unspecific manner.
This book offers an interactionist view on context as a dynamic,
relational, and socially enacted phenomenon. It explores context in
action and the theoretical, methodological, and analytical
consequences of this approach through a collection of reflections
and research experiences from the dynamic field of health care. In
the opening chapters, the editors present their framework for
studying context in action and outline three main approaches,
centered on the following questions: What constitutes context for a
phenomenon or an event? How do actors understand, experience, and
engage with context? How do contexts change and what is the role of
actors in such processes? Context and action are then explored
through a range of topics such as enactment and organizational
change, policy implementation, executive work, strategic change,
materiality, technology, patients and relatives' perspectives,
integrated care, quality improvement, and health care support work.
Relevant to both management researchers and practitioners, this
volume provides a definition of context as theoretical construct
based on interactionist and process based perspectives, and a
practical framework for studying context in action which the reader
can use in their own work.
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.
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.
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