Day / Leggat Leading and Managing Health Services

An Australasian Perspective
Erscheinungsjahr 2015
ISBN: 978-1-316-38328-5
Verlag: Cambridge University Press
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 0 Seiten

Leading and Managing Health Services: An Australasian Perspective provides a comprehensive overview of leadership and management in health services with a particular focus on the Australasian context. This text aims to help students develop leadership and management skills, and to critically analyse the issues they will face in practical health service settings. The book features a contemporary approach to learning, in line with the Health LEADS Australia framework which focuses on five key leadership attributes: Leads self, Engages systems, Achieves outcomes, Drives innovations and Shapes systems. Further, it offers a rich pedagogy both in the text and companion website. Chapters include case studies to provide examples of management and leadership issues in healthcare settings, and a wealth of reflective, short answer and multiple-choice questions to extend student learning. Written by respected Australian academics and industry experts, this text will equip health professional students with practical skills to successfully manage change and innovation.

Autoren/Hrsg.

Day, Gary

Day, Gary E.

Leggat, Sandra

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Management
• Medizin | Veterinärmedizin Medizin | Public Health | Pharmazie | Zahnmedizin Medizin, Gesundheitswesen Gesundheitssystem, Gesundheitswesen

Inhaltsverzeichnis

Part I. Introduction: 1. The concept of leadership and management in health services Mindaugas Stankunas; 2. Leadership and management frameworks and theories Melanie Bish; 3. Ethical leadership Gian Luca Casali and Gary Day; Part II. Leads Self: 4. Self-management John Adamm Ferrier; 5. Self-awareness and emotional intelligence Leila Karimi and Jiri Rada; 6. Exploring values Eleanor Milligan and Jennifer Jones; 7. Ambiguity and leadership Mark Avery; 8. Leadership and critical reflective practice Lorraine Venturato; Part III. Engages Systems: 9. Communication leadership Mark Keough; 10. Leading inter-professional teams Katrina Radford and Anneke Fitzgerald; 11. Clinical governance Cathy Balding; 12. Partnering with stakeholders Sharon Brownie and Audrey Holmes; 13. Being politically astute Nicola McNeil; 14. Influencing strategically Mark Avery; 15. Networking John Rasa; Part IV. Achieves Outcomes: 16. Holding to account Ged Williams and Linda Fraser; 17. Critical thinking and decision making Richard Baldwin; 18. Managing and leading staff David S. Briggs and Godfrey Isouard; 19. Project management Zhanming Liang; 20. Financial management Ian Edwards; 21. Negotiating Sandra G. Leggat; Part V. Drives Innovation: 22. Creativity and visioning Godfrey Isouard; 23. Evidence-based practice Sandra G. Leggat and Denise M. Jepsen; 24. Successfully managing conflict Gary Day; 25. Building positive work cultures Gary Day and Kirsty Marles; 26. Leading and managing change Gary Day and Elizabeth Shannon; 27. Quality and service improvement Martin Connor; Part VI. Shapes Systems: 28. Workforce planning Ged Williams and Ben Archdall; 29. Strategic planning Sandra G. Leggat; 30. Health service planning Chaojie Liu and John Adamm Ferrier.

Über Autor(innen)

Leggat, Sandra
Sandra G. Leggat is a Professor of Health Services Management in the School of Psychology and Public Health at La Trobe University.

Day, Gary
Gary Day is a Professor of Health Services Management in the Centre of Health Innovation, School of Medicine, Griffith University.