Managing in Health and Social Care is about developing skills to manage and improve health and social care services. The focus throughout is on the role that a manager can play in ensuring effective delivery of high-quality services. Examples from social care and health settings are used to illustrate techniques for managing people, resources, information, projects and change.

This new edition has been extensively revised and updated, and includes many new case studies and examples, as well as a new chapter on motivation. It covers topics such as:

• interorganisational and interprofessional working
• leadership
• responding to the needs of service users
• the service environment
• accountability and risk
• working with a budget
• standards and quality
• managing change.

The authors explore how managers can make a real and positive difference to the work of organisations providing health and social care. They consider what effectiveness means in managing care services, the values that underpin the services, the roles of leaders and managers in developing high-quality service provision, and the necessary skills and systems to enable service users to contribute to planning and evaluation.

Managing in Health and Social Care is a practical textbook for students of management in health and social care, whether at undergraduate or postgraduate level. It includes case studies with textual commentary to reinforce learning, activities, key references and clear explanations of essential management tools and concepts.

The first edition of this book was published in association with The Open University for the Managing Education Scheme by Open Learning (MESOL)

The move to multidisciplinary teams in primary care and the emphasis on joined-up working across the human services make it increasingly necessary for health and social care professionals to take on a variety of leadership roles in teams made up of people from different professional backgrounds. This sort of leadership requires different skills from those required when working in the context of a single profession familiar to every member of the team.
In "Leading Interprofessional Teams in Health and Social Care," the authors use detailed case-studies to explore these skills. Nurses, social workers and other health and social care professionals, specialists and managers are included in the case-studies to demonstrate how leadership and teamwork roles can be taken in different ways and in different circumstances. The final section of the book presents an analysis of the case studies to draw out the key issues and discusses how readers might develop themselves to be successful leaders and team members in these diverse settings.

Learning is at the heart of change. This book breaks new ground in exploring the need for individuals to engage in personal change, through learning, as an essential part of achieving significant change in organisations. It explains how to engage with people's energy, enthusiasm and abilities to enable them to think and do things differently.

Providing an overview of leadership theories and a practical guide to management tools and techniques, Leading Change in Health and Social Care is illustrated throughout with examples drawn from health and social care settings. Key topics covered include:
* contemporary models of transformational leadership
* learning as the foundation of personal and organisational change
* systems thinking as a way of understanding change in complex services
* visions of a better future and how to develop them
* values and how they influence our choice of direction
* inspiring ourselves and others to take action.

This is a book for everyone who wants to improve health and social care services and enhance the experience of patients and service users. It assumes no previous knowledge of change management and is appropriate for students, teachers, trainers and professionals.

The move to multidisciplinary teams in primary care and the emphasis on joined-up working across the human services make it increasingly necessary for health and social care professionals to take on a variety of leadership roles in teams made up of people from different professional backgrounds. This sort of leadership requires different skills from those required when working in the context of a single profession familiar to every member of the team.
In "Leading Interprofessional Teams in Health and Social Care," the authors use detailed case-studies to explore these skills. Nurses, social workers and other health and social care professionals, specialists and managers are included in the case-studies to demonstrate how leadership and teamwork roles can be taken in different ways and in different circumstances. The final section of the book presents an analysis of the case studies to draw out the key issues and discusses how readers might develop themselves to be successful leaders and team members in these diverse settings.

Contents:
1. What is a Project? 2. Scoping the Project .: Making Evidence-Based Decisions 4. Defining the Project 5. Managing Risk 6. Outlining Planning 7. Estimating Time and Costs 8. Scheduling 9. Implementing the Project 1. Monitoring and Control 11. Communications 12. Leadership and Teamworking 13. Managing Performance 14. Completing the Project 15. Evaluation 16. Reporting the Project 17. Learning from the Project

Change is a normal part of working life in public services and anyone who is a manager or professional leader can expect to have to lead projects that contribute to service development and service improvement. Managing Projects in Health and Social Care is designed for anyone who is asked to manage a project but who lacks the experience or training to feel confident in this role. The book shows how to use project management techniques to ensure that your project will be successful. The key dimensions discussed are: * budget
* time
* feasibility
* planning / scheduling
* implementation
* evaluation.
The book includes many examples to show how people have used the techniques described in health and care settings. There are clear explanations of how and when to use each technique and consideration of the differences between large and complex projects and smaller, less complicated ones. Managing Projects in Health and Social Care is a practical handbook for anyone who has responsibility for projects. It is a valuable resource for anyone who wants to be sure that their project will make a useful contribution to improvement of health and care services.

Managing in Health and Social Care is about developing skills to manage and improve health and social care services. The focus throughout is on the role that a manager can play in ensuring effective delivery of high-quality services. Examples from social care and health settings are used to illustrate techniques for managing people, resources, information, projects and change.

This new edition has been extensively revised and updated, and includes many new case studies and examples, as well as a new chapter on motivation. It covers topics such as:

• interorganisational and interprofessional working
• leadership
• responding to the needs of service users
• the service environment
• accountability and risk
• working with a budget
• standards and quality
• managing change.

The authors explore how managers can make a real and positive difference to the work of organisations providing health and social care. They consider what effectiveness means in managing care services, the values that underpin the services, the roles of leaders and managers in developing high-quality service provision, and the necessary skills and systems to enable service users to contribute to planning and evaluation.

Managing in Health and Social Care is a practical textbook for students of management in health and social care, whether at undergraduate or postgraduate level. It includes case studies with textual commentary to reinforce learning, activities, key references and clear explanations of essential management tools and concepts.

The first edition of this book was published in association with The Open University for the Managing Education Scheme by Open Learning (MESOL)