The Oxford Handbook of Health Care ManagementEwan Ferlie, Kathleen Montgomery, Anne Reff Pedersen This Handbook provides an authoritative overview of current issues and debates in the field of health care management. It contains over twenty chapters from well-known and eminent academic authors, who were carefully selected for their expertise and asked to provide a broad and critical overview of developments in their particular topic area. The development of an international perspective and body of knowledge is a key feature of the book. The Handbook secondly makes a case for bringing back a social science perspective into the study of the field of health care management. It therefore contains a number of contrasting and theoretically orientated chapters (e.g. on institutionalism; critical management studies). This social science based approach is a refreshing alternative to much existing work in this domain and offers a good way into current academic debates in this field. The Handbook thirdly explores a variety of important policy and organizational developments apparent within the current health care field (e.g. new organizational forms; growth of management consulting in health care organizations). It therefore explores and comments on major contemporary trends apparent in the practice field. |
Contents
1 | |
Part I Theoretical and Political Approaches to Health Care Management and Organizations | 23 |
Patients Professionals and Leaders | 139 |
Part III Organizational Processes and Practices in Health Care Management | 253 |
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The Oxford Handbook of Health Care Management Ewan Ferlie,Kathleen Montgomery,Anne Reff Pedersen Limited preview - 2016 |
Common terms and phrases
accountability actors approach behavior Bioethics boundaries challenges chapter clinical ethics clinicians collaboration communities of practice complex concept context CoPs critical critical management studies delivery dominance e-health effective electronic health records emerged ethics consultation evaluation example Ferlie focus functions goals governance groups health care management health care organizations health care systems Health Services health systems healthcare hospital implementation Implementation Science improve individual innovation institutional integrated interactions involved Journal of Health knowledge mobilization literature logic management consulting managerial Medical Informatics Medicine ment models National Health Service networks nurses organizational culture organizational forms outcomes Oxford partnership patient safety patient-centered performance measurement perspective pharmaceutical industry physicians plural leadership PPPs professional professional dominance providers public management reform relationships role sector shared Shortell situated learning Sociology strategies structure technologies theory tion transparency