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Managing in health and social care / Vivien Martin and Euan Henderson.
- Format:
- Book
- Author/Creator:
- Martin, Vivien, 1947-
- Language:
- English
- Subjects (All):
- Human services--Management.
- Human services.
- Health services administration.
- Physical Description:
- ix, 350 pages : illustrations ; 26 cm
- Place of Publication:
- London ; New York : Routledge, 2001.
- Contents:
- 1 Your job as a manager in health and social care 5
- A manager in action 5
- The nature of your job 21
- 2 Improving your effectiveness as a manager 24
- Reviewing what you need to do to be effective 24
- Determining your priorities in terms of objectives 32
- 3 Management and leadership 39
- Managing and leading 39
- Managing with style 46
- Your preferred management style 52
- 4 Values and vision 57
- 5 Mapping the service environment 75
- Components of the service environment 75
- Stakeholders and their interests 79
- Influencing the near environment 84
- Needs and demands 87
- Working with your environmental map 91
- 6 Developing effective performance 93
- Team working in health and social care 94
- Planning systematically to meet training and development needs 100
- Dealing with poor performance 107
- 7 Managing change 113
- Diagnosis 114
- Planning for change 127
- 8 What do your customers and service users want? 135
- Different kinds of customers 136
- Service users' requirements 145
- Getting feedback from service users 149
- Handling complaints 153
- 9 Managing outcomes for service users 157
- Purposes and outcomes 157
- Service user participation 162
- Working across boundaries 166
- 10 Quality in services 177
- What does 'quality' mean? 177
- Why is quality important? 184
- Do you have a quality problem? 186
- Dimensions of quality 188
- 11 Working with standards 192
- What is a standard? 193
- Developing a standard 197
- Structure, process, outcome 201
- Monitoring standards 207
- 12 Management control 211
- Why control? 211
- The control loop 213
- Measuring and comparing 217
- Taking control as a manager 221
- Taking corrective action 229
- 13 Managing processes 233
- Defining and mapping processes 234
- Process mapping 238
- Designing process improvements 244
- 14 Planning and managing projects 248
- Planning a project 249
- Managing people and change 256
- Keeping on track 257
- Problems with planning 262
- 15 Service planning, accountability and risk 267
- Planning health and social care services 268
- Accountability 272
- Assessing and managing risk 279
- 16 Working with a budget 286
- Setting budgets 286
- Approaches to budgeting 289
- Timetabling and preparing the ground 294
- Negotiating the budget 297
- Target-setting, motivation and communication 301
- 17 The flow of work and information 303
- Identifying core tasks 303
- The management of sequential tasks 305
- The management of parallel tasks 310
- Analysing the causes of information problems 313
- 18 Evidence and investigation 323
- The nature of evidence 323
- Planning an investigation 326
- What kind of information do you need? 331.
- Notes:
- "The Open Univesity Business School, DH--Department of Health, MESOL--Management Education Scheme by Open Learning, Institute of Healthcare Management."
- Includes bibliographical references and index.
- ISBN:
- 0415251893
- 0415251907
- OCLC:
- 45668885
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