by Joe Tye (with Dick Schwab (2009)
"No one has ever faced a healthcare crisis as dire as the one that confronted Florence Nightingale at the Scutari Barrack Hospital, yet despite the challenges over a 2-year period she defined the nursing profession and created a blueprint for the hospital as we know it today. Now she returns to Memorial Medical Center to help the leadership team foster a stronger culture of ownership"--Publisher's description.
Kajsa Lindberg, Alexander Styhre, Lars Walter
"Assembling Health Care Organizations combines an institutional theory perspective with a materialist view of the technologies, devices, biological specimens, and other material resources mobilized and put to work in health care work"--
Andrew Pettigrew, Ewan Ferlie, Lorna McKee
In this major analysis of the processes and management of strategic change, Pettigrew, Ferlie and McKee develop a new model centred on receptive and non-receptive contexts for change. Both a powerful analytic device and a broad agenda for management practice, the model outlines key features of internal and external context and action to account for success or failure in change efforts, and for differences in the rate and pace of change. The authors consider the role and impact of such factors as environmental pressures for change; the quality and clarity of change goals and strategies; organizational cultures and inter-organizational relations supportive of change; availability of key people to lead change; and capability in managing change processes - turning 'problems and panics' into sustainable action. Underpinning the model is an extraordinarily rich and multilayered analysis which draws and builds on the authors' research in the British National Health Service during a period of dramatic restructuring. Pettigrew and his colleagues use the case material to look at different ends of strategic change - from strategic response to unanticipated crisis, to rationalization and retrenchment, to major growth and the creation of new organizations. They compare and contrast successful with less successful change efforts. They show how the facilitating factors they identify must interconnect to create the directed energy that shapes effective change. . Shaping Strategic Change will be indispensable reading for managers in private or public sector organizations and for all those studying strategic management, organizational change and public management.
[edited by] Jennie Naidoo, Jane Wills
"Health Studies: an Introduction is a comprehensive introduction to health and illness, approaches to healthcare, and the psychological, social and environmental factors that influence public and personal health. This thoroughly revised edition includes new chapters on geography & physiology, and increased coverage of global health issues"--Provided by publisher.
Edward M. Spencer ... [et al
"This book begins by assessing the shortcomings of clinical ethics, business ethics, and professional ethics as a basis for solving problems that have emerged in health care delivery systems since the advent of managed care. Then the authors consider the meaning of the development of the HCO in our society as well as its present status. Finally, they describe the key elements for the successful implementation of a fully functioning health care organization ethics program and what it can mean to the patients and the community."--Jacket.