Managing healthcare organisations in challenging policy contexts / Roman Kislov, Diane Burns, Bjørn Erik Mørk, Kathleen Montgomery, editors.
Kislov, Roman, editor.; Burns, Diane, editor.; Mørk, Bjørn Erik, editor.; Montgomery, Kathleen, 1946- editor.
2021
RA971 .M36 2021
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Title Managing healthcare organisations in challenging policy contexts / Roman Kislov, Diane Burns, Bjørn Erik Mørk, Kathleen Montgomery, editors.
ISBN 9783030810931 (electronic bk.)
3030810933 (electronic bk.)
9783030810924
3030810925
DOI https://doi.org/10.1007/978-3-030-81093-1
Published Cham : Palgrave Macmillan, [2021]
Copyright ©2021
Language English
Description 1 online resource : illustrations
Other Standard Identifiers 10.1007/978-3-030-81093-1 doi
Call Number RA971 .M36 2021
Dewey Decimal Classification 362.11068
Summary Healthcare 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.
Note Includes index.
Access Note Access limited to authorized users.
Source of Description Description based on print version record.
Added Author Kislov, Roman, editor.
Burns, Diane, editor.
Mørk, Bjørn Erik, editor.
Montgomery, Kathleen, 1946- editor.
Series Organizational behaviour in health care series.
Available in Other Form MANAGING HEALTHCARE ORGANISATIONS IN CHALLENGING POLICY CONTEXTS.
Linked Resources Online Access
Record Appears in Online Resources > Ebooks
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Introduction
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.

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