- Publisher: OPEN UNIVERSITY PRESS
- Format: Paperback | 208 pages
- Dimensions: 150mm x 229mm x 15mm | 340g
- Publication date: 1 January 1997
- Publication City/Country: Milton Keynes
- ISBN 10: 0335194141
- ISBN 13: 9780335194148
- Illustrations note: bibliography, index
More and more health care professionals are being asked to take on managerial responsibilities. At the same time the pressure on people and resources increases unremittingly and the need for good management increases with it. "Really Managing Health Care" draws a distinction between traditional management in health care and real management, arguing that the former concentrates on activities which are complicated but easy whereas the latter requires a commitment to principles which are simple but hard. It introduces health care professionals to a wide range of basic management concepts and demonstrates their application within healthcare. "Really Managing Health Care" is written specifically for people suspicious of management jargon. It proposes that all health professionals have an interest in developing their skills in real management, and that in doing so they will enhance their clinical skills. It explores the parallels between good clinical and good managerial practice and suggests that clinical effectiveness suffers wherever the principles of real management are not adopted throughout the healthcare organization. Failure to observe these principles, the author argues, is as evident at the top of these organizations as anywhere else.
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Valerie Iles is Director of the Health Management Group at City University, London, which is dedicated to developing healthcare managers who have excellent analytical skills, an enthusiasm for patient care and its practitioners, and personal leadership abilities.
"Valerie Iles, has such a sensitive no-nonsense style thatshe easily succeeds in seducing the reader to accept her arguments about what is going so badly wrong with management in health care...The section on 'Really Managing People' and 'Managing Yourself' would not disgrace an MBA reading list, and the subtle references to 'covey' reveal an author who is deeply committed to effectiveness, but also to her own and others' personal development and growth...But she really excels in 'Working for Others', and in her poignant observations about organisations without discipline and generosity, where gossip is not discouraged, and where constructive criticism meets defensive anger and retaliation will prove to be deja vu for many managers and certainly struck a chord in me...The case studies can only be described as 'gems'...But perhaps the greatest message this book can give to the NHS, and health care managers in particular, is that change is unstoppable. Allorganisms must adapt with their environment or die." - The Health Service Journal "Yes! This is a great book that draws heavily on real-life observations with an appropriate balance oftheory and pragmatism. It tackles the challenges we all face in our everyday work - managing people, change, money, ourselves and organisations. The first chapter, 'Really managing people: working through others', can best be described as a masterpiece and sets the tenor for therest of the book." - Nursing Times "...a joyto read...I found it interesting and extremely practical...anyone whohas a part to play in managing health services would benefit from reading it." - BMJ "This book is written in an easily accessible and engaging style - I even managed to read it on thebeach!...Who would benefit from reading this book? Absolutely anybodywith an interest in management." - RCSLT Bulletin
Table of contents
IntroductionAcknowledgementsWorking through othersWorking with othersWorking for othersReally managing changeReally managing moneyReally managing yourselfCase studiesBibliographyIndex.