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001440275 003__ OCoLC
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001440275 020__ $$a9783030810931$$q(electronic bk.)
001440275 020__ $$a3030810933$$q(electronic bk.)
001440275 020__ $$z9783030810924
001440275 020__ $$z3030810925
001440275 0247_ $$a10.1007/978-3-030-81093-1$$2doi
001440275 035__ $$aSP(OCoLC)1274215712
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001440275 049__ $$aISEA
001440275 050_4 $$aRA971$$b.M36 2021
001440275 08204 $$a362.11068$$223
001440275 24500 $$aManaging healthcare organisations in challenging policy contexts /$$cRoman Kislov, Diane Burns, Bjørn Erik Mørk, Kathleen Montgomery, editors.
001440275 264_1 $$aCham :$$bPalgrave Macmillan,$$c[2021]
001440275 264_4 $$c©2021
001440275 300__ $$a1 online resource :$$billustrations
001440275 336__ $$atext$$btxt$$2rdacontent
001440275 337__ $$acomputer$$bc$$2rdamedia
001440275 338__ $$aonline resource$$bcr$$2rdacarrier
001440275 4901_ $$aOrganizational behaviour in health care
001440275 500__ $$aIncludes index.
001440275 5050_ $$aIntroduction -- Section 1. Analysing contemporary policy -- Chapter 1. The UK health policy process: Integration, fragmentation or pluralisation? -- Chapter 2. Populist polices and the medical profession: A case study from the UK -- Chapter 3. Corpus linguistics for policy analysis: Exploring how patient safety is translated from physical to mental healthcare policy -- Chapter 4. What is context? Methodological reflections on the relationship between context, action, actors and change -- Section 2. Implementing policy in practice -- Chapter 5. Advanced clinical practitioners: Blended professionals in transition -- Chapter 6. Understanding mission drift in UK health charities with a focus on Africa: A realist synthesis -- Chapter 7. The rights and wrongs, ups and downs and ins and outs of organisational culture in Australian public hospitals -- Chapter 8. Changing organisational practices through the integration of health and social care: Implications for boundary work and identity tactics -- Section 3. Leadership in challenging policy contexts -- Chapter 9. On the longevity of (some) CEOs in the NHS -- Chapter 10. The nomadic vision: Leadership, authority and organisational authorship in healthcare organisations -- Chapter 11. Reframing healthcare leadership: From individualism to leadership as collective practice -- Chapter 12. Considerations for womens progress in the health workforce through an intersectional lens -- Chapter 13. Coping with challenges using general resilience resources: The GI-factor and the organisational social laser -- Conclusion.
001440275 506__ $$aAccess limited to authorized users.
001440275 520__ $$aHealthcare managers, professionals and service users operate in an increasingly complex environment in terms of policy, regulation and governance arrangements. The policy process is becoming pluralised as competing narratives are drawn upon to influence practice. A wide range of contradictory and inconsistent policies are on offer to healthcare stakeholders, which ultimately results in a broad spectrum of responses, adaptations and improvisations throughout the process of policy implementation. The impact on managerial and professional practice is significant: Whilst some voices are suppressed or ignored, the complex nature of contemporary policy contexts can also help local actors exercise their agency and advance their agenda. This edited volume investigates how contemporary policy trends are influencing healthcare systems, organisations and professions and explores the various ways in which policy implementation could be enacted, resisted and reinvented by healthcare managers and professionals on the ground. It sheds light on the complex web of connections that exist between policy development (Part I), its translation into practice (Part II), and the activities of organisational leaders who are trying their best to make sense of and succeed in challenging policy contexts (Part III). Roman Kislov is Director of the Decent Work and Productivity Research Centre in Manchester Metropolitan University and Deputy Theme Lead for Implementation Science in the National Institute for Health Research Applied Research Collaboration (NIHR ARC) Greater Manchester. He is Secretary of the Society for Studies in Organising Health Care (SHOC). Diane Burns is Senior Lecturer in Organisation Studies at Sheffield University Management School. She is Deputy Chair of SHOC and serves on the Leadership Group of the Sustainable Care Research Programme funded by the UK Economic and Social Research Council. Bjrn Erik Mrk is Professor of Innovation, Research Centre Leader for the Centre for Healthcare Management and Programme Director for Healthcare Management at BI Norwegian Business School. Kathleen Montgomery is Professor of the Graduate Division and Emerita Professor of Organisations and Management at the University of California, Riverside. She is a Fellow of the Academy of Social Sciences.
001440275 588__ $$aDescription based on print version record.
001440275 650_0 $$aHealth services administration.
001440275 650_0 $$aHospitals$$xAdministration.
001440275 650_0 $$aMedical policy.
001440275 650_0 $$aHospitals$$xBusiness management.
001440275 650_6 $$aServices de santé$$xAdministration.
001440275 650_6 $$aHôpitaux$$xAdministration.
001440275 650_6 $$aPolitique sanitaire.
001440275 655_0 $$aElectronic books.
001440275 7001_ $$aKislov, Roman,$$eeditor.
001440275 7001_ $$aBurns, Diane,$$eeditor.
001440275 7001_ $$aMørk, Bjørn Erik,$$eeditor.
001440275 7001_ $$aMontgomery, Kathleen,$$d1946-$$eeditor.
001440275 77608 $$iPrint version:$$tMANAGING HEALTHCARE ORGANISATIONS IN CHALLENGING POLICY CONTEXTS.$$d[Place of publication not identified] : PALGRAVE MACMILLAN, 2021$$z3030810925$$w(OCoLC)1257401528
001440275 830_0 $$aOrganizational behaviour in health care series.
001440275 852__ $$bebk
001440275 85640 $$3Springer Nature$$uhttps://univsouthin.idm.oclc.org/login?url=https://link.springer.com/10.1007/978-3-030-81093-1$$zOnline Access$$91397441.1
001440275 909CO $$ooai:library.usi.edu:1440275$$pGLOBAL_SET
001440275 980__ $$aBIB
001440275 980__ $$aEBOOK
001440275 982__ $$aEbook
001440275 983__ $$aOnline
001440275 994__ $$a92$$bISE