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Management for Health Practitioners


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There remains a great divide between clinicians and management in the healthcare setting. This book aims to provide a useful, practical and appreciative knowledge of management for healthcare practitioners and supporters, in improving the understanding to add 'value' in support of the overall delivery models, and ultimately to support the attainment and progress of meeting the changing needs and pressures within the health sector, which are far reaching in role, function and sector linked to people, politics, culture, patient (customer) choices. Healthcare practitioners are trained to deliver healthcare services which typically are some form of clinical application. However, increasingly there are more administrative expectations and issues which are often placed upon clinicians. This book provides an overview of a selection of management approaches, methods, tools, applications and methodologies for healthcare practitioners and administrative managers. The book is unique in that it applies a general principle of management consideration and its specific importance within an environment, where there is still a clear distinction between the managers and practitioners, where often the managers are 'the enemy'; taking budget away, providing substandard or poor quality materials and equipment, and chasing performance targets. This book provides useful, practical, understandable awareness of management issues in healthcare whether its budgets, management tools, asset management planning, strategic thinking and application, performance management, change management, etc. The author includes numerous case studies, analogies and pictures to illustrate his narrative.
Product Details

Table of Contents

Chapter 1: Introduction * Why this book - why it is new - will it be different and can it make an impact? * Who is it for? How will it aid various readers? Chapter 2: What is Management all about? * Is management really all about the good guys and the bad guys? * How does management of the delivery within the health sector differentiate from other industries? * What is the basic aim of 'management' and where does it start and finish - if at all? * Cost vs service? Can we win the battle? Will the quandary of cost and service output be forever a problem to push the boundaries? Chapter 3: Healthcare Pressures - Modern Day! * Politics, pressures, public/customer choice and awareness, how much power do the consumers have - who is driving the changing environment? * Budgets * Output * Competition and freedom of choice * Quality and outcomes * People: greatest strength or greatest weakness? Chapter 4: Manager vs. Clinicians * Is there an issue? * Industry comparisons - Is it the new challenge? Chapter 5: Healthcare as a Business - the Value chain is not really that different * Value for money * The Value Proposition - what are we trying to sell in healthcare? What are the models? * Unique Selling Points - what is the USP? Why does it matter? * The need for change/transformation - the heat is being turned up? Chapter 6: Management Approaches * Stakeholder management and engagement * Business models for support * Management tools and techniques * Strategic frameworks * Mission and vision * SWOT * Brainstorming * Situational leadership * Conflict management * Customer service * Change management * Competitive forces * Time management * Priorities * Conflict management * Stakeholder management * KPIs customer and value * Value Based Management (Value vs. Control) * Lean, 5S, 7 wastes * Kaizen * Six Sigma * Process Analysis * Stakeholder Influence * Stakeholder Management * Supply Chain * Cultural Web * Roadmaps * Performance Score Cards * Break Even * Value for Money * ROI and Business Cases * The Value Chain Chapter 7: Delivering Overall Value Chapter 8: The Challenges Ahead Chapter 9: Quick Model Reference, base template for each model as above for use in workshops, recap and revision

About the Author

Richard Smith is currently a Partner with ValueSteps, a UK consultancy specializing in business turnaround, business improvement strategy, and growth. He has prepared and delivery five grants over GBP7m in delivering innovations within the UK. He has an aptitude in delivering benefits, efficiencies, and quality management work within the health service which has provided insight on how often clinicians and administrators at all levels are really expected and needed to know, understand and deliver more management type initiatives and roles, which they are usually not too well prepared or qualified to do. He has held postgraduate positions in business strategy, personnel, capital investment and project management and has trained and delivered process and business improvement methodologies, specifically lean. He holds a first degree in Engineering Management, and Executive MBA and a Psychology University Certificate.

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