Management in Health Care

Abstract

The first part of this book discusses the theories and concepts on which management processes are based, differentiating between management and leadership concepts when they are defined in terms of role. It considers classical and non-classical organisation theory, general systems theory, the group dynamics laboratory, and motivation. The second focuses on the manager's responsibilities in motivating followers to accomplish goals, through diagnosis of self, system diagnosis, leadership theory and behaviour and diagnosing task. The skills required to fulfil the management process are examined - communication, effecting change, power (influence), teaching interviewing, assertiveness, group dynamics, conflict resolution, time management, performance evaluation, stress management and total quality management. The final part discusses structural and process aspects of managing healthcare organisations that managers need to understand in order to work effectively within the macro system of the NHS. References are cited at the end of each chapter.