Management of Healthcare

ISBN-13: 9781138325760 / Angielski / Twarda / 2019 / 388 str.

Rosemary Stewart

Opis

Published in 1998, this collection of essays on the management of healthcare look at topics such as: income, distribution and life expectancy; internal market reform of the National Health Service; the changing nature of the medical profession; and doctors as managers.

Spis treści

Part 1: Context for Management  1. Arthur Kleinnman (1978), ‘Concepts and a Model for the Comparison of Medical Systems as Cultural Systems’, Social Science and Medicine, 12, pp. 85-93  2. Rudolf Klein (1985), ‘ Management in Health Care: The Politics of Innovation’, International Journal of Health Planning and Management, 1, pp. 57-63  3. Christine K. Cassel, Mark A. Rudberg and S. Jay Olshanksky (1992), ‘The Prince of Success: Health Care in an Aging Society’, Health Affairs, 11, pp. 97 – 99  4. R.G Wilkinson (1992), ‘Income Distribution and Life Expectancy’, British Medical Journal, 304, pp.199-201  5. Robert Maxwell (1993), 'London After Tomlinson: Other Cities, Same Problems', British Medical Journal, 306, pp. 199-201  6. Akira Babazono and Alan L. Hillman (1994), ‘A Comparison of International Health Outcomes and Health Care Spending’, International Journal of Technology Assessments in Health Care, 10, pp. 376-81  7. George Davey Smith, David Blane and Mel Bartley (1994), ‘ Explanations for Socio-Economic Differentials in Mortality: Evidence for Britain Elsewhere’, European Journal of Public Health, 4, pp.131-44  8. Arthur Caplan (1995), ‘An Improved Future? Medical Advances Challenge Thinking on Living, Dying and Being Human’, Scientific American, 273, pp. 110 – 11 Part 2: Health Care Reforms  9. David Mechanic (1981), ‘ Some Dilemmas in Health Care Policy’, Milbank Memorial Fund Quarterly/Health and Society, 59, pp. 1- 15  10. Harold S. Luft (1991), ‘Translating the U.S HMO Experience to Other Health Systems’, Health Affairs, Fall, pp. 172- 86  11. Alain C. Enthoven (1991), ‘Internal Market Reform of the British National Health Service’, Health Affairs, Fall, pp. 60-70  12. Donald W. Light (1993), ‘ Escaping that Traps of Postwar Western Medicine: How to Maximize Health and Minimize Expenses’, European Jornal of Public Health, 3, pp. 281-9  13. Chris Ham and Mats Brommels (1994), ‘Health Care Reform in the Netherlands, Sweden and the United Kingdom’, Health Affairs, 13, pp. 106-19  14. Richard B. Saltman (1994), ‘A Conceptual Overview of Recent Healthcare Reforms’, European Journal of Public Health, 4, pp.287-93  15. Dov Chernichovsky (1995), ‘Health System Reforms in Industrialized Democracies: An Emerging Paradigm’, The Milbank Quarterly, 73, pp. 339-72  Part 3: Service Management  16. R.J Maxwell (1984), ‘Quality Assessment in Health’, British Medical Journal, 288, pp. 1470-72  17. Donald M. Berwick (1989), ‘Continuous Improvement as an Ideal in Health Care’, New England Journal of Medicine, 320, pp.53-6  18. Christopher Pollitt (1990), ‘Doing Business in the Temple? Managers and Quality Assurance in the Public Services’, Public Administration, 68, pp. 435-52  19. Jane Lightfoot (1995), ‘Identifying Needs and Setting Priorities: Issues of Theory, Policy and Practice’, Heath and Social Care, 3, pp.105-14  20. Vahe A. Kazandjian, Richard G. Thomson, William R. Law and Kathryn Waldron (1996), ‘Do Performance Indicators Make a Difference?’, Joint Commission Journal on Quality Improvement, 22, pp. 482 – 91  Part 4: Service Management  21. J.M. Yates and M. G. Davidge (1984), ‘Can You Measure Performance?’, British Medical Journal, 288, pp. 1935 – 6  22. Peter Smith (1987), ‘Performance Indicators in the National Health Service’, Public Money and Management, 6, pp.35 – 9  23. Michael Calnan (1989), ‘Towards a Conceptual Framework if Lay Evaluation of Health Care’, Social Science and Medicine, 27, pp.927-33  24. Neil Carter (1989), ‘Performance Indicators: ‘’Backseat Driving’’ or ‘’Hands Off’’ Control?’, Policy and Politics, 17, pp. 131-8  25. Nick Black and Alistair Johnston (1990), ‘Volume and Outcome in Hospital Care: Evidence and Implications’, Health Services Management Research, 3, pp. 108-14  26. Peter Cutler (1993), ‘Trends in the Structure, Productivity, Effectiveness and Unit Costs of the Hospital and Community Health Services Workforce in England: 1979-1991’, Health Economics, 2, pp. 65-75  Part 5: Management Professionals  27. W. Richard Scott (1982), ‘Managing Professional Work: Three Models of Control for Health Organisations’, Health Services Research, 17, pp. 213 – 40  28. Donald Light and Sol Levine (1988), ‘The Changing Character of the Medical Profession: A Theoretical Overview’, The Milbank Quartely, 66, pp. 10- 32  29. Rosemary Crompton (1990), ‘Professions in the Current Context’, Work, Employment and Society, May, pp. 147 – 66  30. Alan L. Hillman (1991), ‘Managing the Physician: Rules Versus Incentives’, Health Affairs, 10, pp. 138-46  31. David J. Hunter (1992), ‘Doctors as Managers: Poachers Turned Gamekeepers?’, Social Science and Medicine, 35, pp. 557 -66.

O autorze

Rosemary Stewart