Why Hospitals Fail: Between Theory and Practice

ISBN-13: 9783319858586 / Angielski / Miękka / 2018 / 172 str.

Prasad Godbole; Derek Burke; Jill Aylott

Spis treści

The challenge of context.- What are the factors that cause failure?.- Return on investment of engaged and skilled medical staff.- Contribution of medical leaders to successful transformational change.- Theory of Leadership.- Team Working.- Change and OD.- Learning Styles, undertaking a self assessment of leadership learning needs.- Strategic planning.- Transformation, Efficiency, Effectiveness.- Clinicians versus managers or the new hybrid?.- Practice.- Case Studies.

O autorze

Prasad Godbole, Department of Paediatric Surgery, Sheffield Children's Foundation Trust.

Mr Godbole is a Consultant Paediatric Urologist, and Clinical Director of the Division of Surgery and Critical Care.

He is the medical Director of Pioneer Health Limited, an independent sector healthcare organisation in the UK.

Mr Godbole also Chairs two not for profit charitable foundations in India: Prism Foundation, and Prasanna Autism Centre.

Derek Burke, Department of Emergency Medicine, Sheffield Children's Foundation Trust.

Prof. Burke is a Consultant in Paediatric Emergency Medicine; Medical Director and Responsible Officer at Sheffield Children's Hospital, as well as part of the Executive Board of the Hospital.

Prof. Burke has been an Honorary Chair at  Sheffield Hallam University since 2006. 

Dr Jill Aylott, PhD is Programme Director MBA Health, International Academy of Medical Leadership. Her clinical practice is in Autism.

Blurb

This book explores the current wider political, social and economic context of hospitals in the public and private sector globally and identifies the push and pull tension between the demands of the quality regulator and the requirements of health care commissioning processes.

This book draws on the evidence of what works to improve the quality of hospital services in the development of medical and clinical leadership models. The book seeks to develop a specific paradigm shift in understanding the development of medical leaders by promoting a culture of engagement through participation and one that is defined by the experiences of medical leaders.

The editors examine new and emergent models of leadership and their contribution to explain effective and sustainable change and suggest that theoretical models of leadership are often unable to explain many of the practice led challenges presented in hospitals.

 

It will be useful reading for specialists seeking to develop their own learning as a leader and who identify their learning needs.