Healthcare Management

Healthcare Management

Healthcare Management

Healthcare Management


"... this is an excellent text. It is well constructed and appropriately pitched and, because the editors seek feedback on its style and content, it is likely to retain its relevance in future editions."
Nursing Management

This comprehensive text covers all of the major aspects of healthcare management and is written by experts in the field. The book is structured into three main sections, bracketed by an introductory chapter setting the policy context and offering an overview/map of what follows; a concluding chapter draws together the key themes and offers a view about the future development and trends in healthcare management.

The main sections of the book examine:

  • The health policy and practice context for healthcare management
  • The specific challenges of managing healthcare organizations
  • Key managerial techniques and methods that managers need to be able to use effectively in their practice

Chapters include self-test exercises, summary boxes, further reading and a list of web-based resources.

This book is key reading for researchers, managers and healthcare policy makers with a genuine interest in the links between the theory and practice of healthcare management and how best practice might be achieved within healthcare systems.

Contributors: Lawrence Benson, Carol Brooks, Ruth Boaden, Naomi Chambers, Deborah Davidson, Jennifer Dixon, Jenny Douglas, Tim Freeman, Jon Glasby, Neil Goodwin, Andrew Hine, Paula Hyde, Kim Jelphs, Justin Keen, Helen Lester, Ann Mahon, Anne McBride, Ruth McDonald, Shirley McIver, Steve Onyett, Helen Parker, Edward Peck, Suzanne Robinson, Ann Shacklady-Smith, Judith Smith, Anne Tofts, Tom Walley, Kieran Walshe, Juliet Woodin.


The purpose of this book is to support the learning and development of practising managers in healthcare organisations and health systems, and those undertaking postgraduate study on programmes concerned with health policy, health management and related areas. Increasingly those two groups overlap – more and more managers undertake a masters degree as part of their intellectual and career development, and we strongly believe in the power of the interaction between academic and experiential learning that this brings. No one learns to be a manager in a classroom, or from a book. Management is learnt by doing, by experiencing the challenges and opportunities of leadership (Mintzberg 2004). But the best and most successful managers are reflective practitioners – profoundly aware of their own behaviours, attitudes and actions and their impact on others and on the organisation, and able to analyse and critically review their own practice and set it in a wider context, framed by appropriate theories, models and concepts (Peck 2004). The future leaders of our healthcare systems need to be able to integrate theory and practice, and to have the adaptability and flexibility that comes from really understanding the nature of management and leadership.

This chapter sets the context for the book, by first describing the challenges of the political and social environment in which healthcare systems and organisations exist, and how that environment is changing. It then describes some of the particular challenges of those organisations – some of the characteristics and dynamics which make healthcare organisations both so interesting and so difficult to lead. Then the chapter sets out the structure of the rest of the book and explains how we anticipate that it might be used, both in support of formal programmes of study and by managers who simply want to develop and expand their own understanding and awareness.

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