Managing healthcare organisations in challenging policy contexts

Managing healthcare organisations in challenging policy contexts / Roman Kislov, Diane Burns, Bjørn Erik Mørk, Kathleen Montgomery, editors.

Healthcare managers, professionals and service users operate in an increasingly complex environment in terms of policy, regulation and governance arrangements. The policy process is becoming pluralised as competing narratives are drawn upon to influence practice. A wide range of contradictory and in...

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Bibliographic Details
Other Authors: Kislov, Roman (Editor), Burns, Diane (Editor), Mørk, Bjørn Erik (Editor), Montgomery, Kathleen, 1946- (Editor)
Format: eBook
Language:English
Published: Cham : Palgrave Macmillan, [2021]
Series:Organizational behaviour in health care series.
Subjects:
Health services administration.
Hospitals > Administration.
Medical policy.
Hospitals > Business management.
Hospitals > Business management
Health services administration
Hospitals > Administration
Medical policy
Online Access:Click for online access
Table of Contents:
  • Introduction
  • Section 1. Analysing contemporary policy
  • Chapter 1. The UK health policy process: Integration, fragmentation or pluralisation?
  • Chapter 2. Populist polices and the medical profession: A case study from the UK
  • Chapter 3. Corpus linguistics for policy analysis: Exploring how patient safety is translated from physical to mental healthcare policy
  • Chapter 4. What is context? Methodological reflections on the relationship between context, action, actors and change
  • Section 2. Implementing policy in practice
  • Chapter 5. Advanced clinical practitioners: Blended professionals in transition
  • Chapter 6. Understanding mission drift in UK health charities with a focus on Africa: A realist synthesis
  • Chapter 7. The rights and wrongs, ups and downs and ins and outs of organisational culture in Australian public hospitals
  • Chapter 8. Changing organisational practices through the integration of health and social care: Implications for boundary work and identity tactics
  • Section 3. Leadership in challenging policy contexts
  • Chapter 9. On the longevity of (some) CEOs in the NHS
  • Chapter 10. The nomadic vision: Leadership, authority and organisational authorship in healthcare organisations
  • Chapter 11. Reframing healthcare leadership: From individualism to leadership as collective practice
  • Chapter 12. Considerations for womens progress in the health workforce through an intersectional lens
  • Chapter 13. Coping with challenges using general resilience resources: The GI-factor and the organisational social laser
  • Conclusion.

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