A Practical Guide
1. Auflage 2012,
336 Seiten, Kartoniert, Format (B × H): 189 mm x 246 mm, Gewicht: 703 g
Verlag: CRC Press
Markar / O'Sullivan Medical ManagementThis essential guide provides a lifeline to authoritative, reliable information on medical management, giving you all the skills you need whether managing a junior colleague as a lead doctor, or running multidisciplinary consortia in the NHS or private sectors.
Learn key skills from leadership, managing change, quality control, and project management through to doctors in difficulty, appraisals and revalidation, managing exceptional performance, and poor performance
Comprehensive coverage of NHS and private healthcare, primary care, acute and emergency care, mental health, and many other sectors
Gain insight into important topics such as healthcare innovations and technologies, implementing evidence-based medicine, medical education, patient safety, and primary care consortia
Refine your management skills with advice, wisdom, and practical help from key opinion leaders, medical professionals, and management experts
In this world of change, reforms and new government initiatives, can you afford not to build on your existing skills? Whether you are new to medical management or an experienced director wishing to stay up to date and refine your expertise, this book will be an invaluable source of advice to help you manage the delivery of high-quality care.
Weitere Infos & Material
Management in the NHS – general issuesHealthcare management – an overviewPeter GravesQuality and safetyElizabeth J HaxbyLeadership styles and skillsJames Matheson and Jacky HaydenInformation technology, innovation and healthcareHameen Markar and Nadeem Mazi-KotwalHealthcare commissioning and contractingJohn Hague and Matt FosseyMeasuring healthcare outcomesJulian Flowers and Raja BadrakalimuthuChange and project managementHameen MarkarEvidence-based healthcare and medical management Mark Agius and Anton GrechMedical management – specific issuesThe role of the board and its directors, including the executive medical director Geraldine O’SullivanThe doctor as chief executive Philip SugarmanRoles and challenges of a clinical director Sajeeva JayalathFinancial issues for doctors Trish Donovan and Peter GravesDeveloping personal effectiveness: what does it take to become a good doctor? Hameen MarkarDoctors in difficulty Peter Old and Alastair ScotlandMedical education and training Simon GregoryAppraisals and revalidation J ThiagarajanPublic health Paul CosfordMedical management in mental health services Sylvia Tang and Geraldine O’SullivanMedical management in acute care Ed NealeMedical management in private healthcare Duncan Empey and Sheila PeskettMedical management in primary careParesh DawdaIndex