Healthcare Management

By Kieran Walshe; Judith Smith | Go to book overview
Boxes
2.1UK bodies with influence on the pathway of healthcare reform
5.1Statins for the prevention of cardiovascular events
5.2The NICE Citizens Council
5.3Case study: prioritising new cancer drugs
7.1Starfi eld's four Cs as an organising framework
7.2Factors facilitating effective primary care led commissioning
7.3Aims of primary healthcare strategy, New Zealand
7.4The main challenges for managing in primary care
9.1Leadership issues
11.1The pressures facing healthcare today
11.2SWOT analysis of the UK NHS
11.3The pitfalls of strategy and planning
12.1Roles in the healthcare system – a conceptual framework
12.2Definitions
12.3Commissioning and contracting activities
12.4Illustration of contents of a healthcare contract: the NHS model contract
12.5Types of contract
17.1Partnership working: what helps and what hinders
17.2The partnership readiness framework
18.1Cultural theory
18.2Control location and resulting action quadrants
18.3Regulation
18.4Accreditation – the US experience
18.5Inspection – the Dutch experience of 'Visitatie'
18.6Performance management: New Zealand PHOs
18.7Conceptual difficulties with performance indicators
18.8Technical difficulties with performance indicator systems
20.1Demands and new expectations on public services in the UK
20.2Summary characteristics of a machine bureaucracy
20.3Implications of postmodern and social constructionist thinking for management practice
20.4Summary of metaphorical analysis
20.5Weick's seven properties of sensemaking

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