Understanding and managing change in healthcare : a step-by-step guide / Jaqui Hewitt-Taylor.  (Text) (Text)

Hewitt-Taylor, Jaqui
Call no.: MED W 2013 650756Publication: Basingstoke : Palgrave macmillan, 2013Description: xi, 246 p. : illISBN: 1137022760 (paperback); 9781137022769 (paperback)Other title: Understanding & managing change in healthcare [Cover title]Subject(s): Health services administrationOrganizational change
Contents:1.Introduction -- What Is Change? -- Change and Practice Development -- People and Product in Change -- Roles in Change Management -- Overview of the Rest of the Book -- 2.Identifying a Need for Change -- Chapter Learning Outcomes -- A Problem in Practice -- Change in Response to a New Policy or Protocol -- Suggesting Change because of a New Idea -- Summary -- Case Study -- Guided Work -- 3.Motivation for Change -- Chapter Learning Outcomes -- Where Does Change Come from and Why? -- Approaches to Change Management -- What Needs to Be Done? -- Defining Aims and Objectives -- Involving the Right People -- Managerial Support -- Taking into Account Organisational and Personal Priorities -- Summary -- Case Study -- Guided Work -- 4.Planning Change -- Chapter Learning Outcomes -- Driving and Restraining Forces -- Developing Enthusiasm -- Resources Needed -- Assessing Readiness for Change -- Information Giving -- Setting Timescales --Contents note continued: Planning to Maintain Motivation -- Summary -- Case Study -- Guided Work -- 5.Barriers to Change -- Chapter Learning Outcomes -- Resistance as a Positive -- Recognising Resistance -- Knowing What People Are Really Opposed to -- History -- Evidence of Potential Benefit -- Change and Loss -- Established Practice and Routine -- Workload -- Client Expectations -- Summary -- Case Study -- Guided Work -- 6.Rolling Out New Practice -- Chapter Learning Outcomes -- Knowing You Are Ready -- Having Everything in Place -- Maintaining Motivation -- Managing Problems -- Managing Differing Levels of Support -- Recalling Your Aims -- Summary -- Case Study -- Guided Work -- 7.Multidisciplinary Change -- Chapter Learning Outcomes -- What Type of Team Are You Dealing with? -- Why Involve the Multidisciplinary Team in Planning Change? -- Deciding Which Groups Need to Be Involved in Planning Change -- Key Players and Opinion Leaders -- The Aim of Change -- Summary --Contents note continued: Case Study -- Guided Work -- 8.Evaluating Change -- Chapter Learning Outcomes -- Why Evaluate Change? -- What Should Be Evaluated? -- When to Evaluate -- How to Evaluate Change: Evaluation Design and Methods -- Who Should Evaluate -- Accuracy of Information -- Analysing Information -- Ethics and Evaluation -- Summary -- Case Study -- Guided Work -- 9.Change That Doesn't Work Out -- Chapter Learning Outcomes -- Identifying Why Things Didn't Work -- Learning from Unsuccessful Change -- Unsuccessful Change and Unexpected Positive Outcomes -- Planning New Directions -- Feeding Back -- Summary -- Case Study -- Guided Work -- 10.Maintaining Change -- Chapter Learning Outcomes -- Risk of Regression -- Planning and Action to Sustain Change -- Ongoing Evaluation -- Planning Ongoing Developments -- Keeping People Informed -- Summary -- Case Study -- Guided Work -- 11.Disseminating New Evidence -- Chapter Learning Outcomes -- Sharing Locally --Contents note continued: Publicising Your Work Outside Your Workplace -- Publication -- Conferences -- Letting People Know What Doesn't Work and Why -- Summary.
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Book Book Boonchoo Treethong Library, Lampang Campus
General Books General Stacks MED W 2013 650756 (เรียกดูชั้นหนังสือ) พร้อมให้บริการ
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Includes bibliographical references and index.

1.Introduction -- What Is Change? -- Change and Practice Development -- People and Product in Change -- Roles in Change Management -- Overview of the Rest of the Book -- 2.Identifying a Need for Change -- Chapter Learning Outcomes -- A Problem in Practice -- Change in Response to a New Policy or Protocol -- Suggesting Change because of a New Idea -- Summary -- Case Study -- Guided Work -- 3.Motivation for Change -- Chapter Learning Outcomes -- Where Does Change Come from and Why? -- Approaches to Change Management -- What Needs to Be Done? -- Defining Aims and Objectives -- Involving the Right People -- Managerial Support -- Taking into Account Organisational and Personal Priorities -- Summary -- Case Study -- Guided Work -- 4.Planning Change -- Chapter Learning Outcomes -- Driving and Restraining Forces -- Developing Enthusiasm -- Resources Needed -- Assessing Readiness for Change -- Information Giving -- Setting Timescales --

Contents note continued: Planning to Maintain Motivation -- Summary -- Case Study -- Guided Work -- 5.Barriers to Change -- Chapter Learning Outcomes -- Resistance as a Positive -- Recognising Resistance -- Knowing What People Are Really Opposed to -- History -- Evidence of Potential Benefit -- Change and Loss -- Established Practice and Routine -- Workload -- Client Expectations -- Summary -- Case Study -- Guided Work -- 6.Rolling Out New Practice -- Chapter Learning Outcomes -- Knowing You Are Ready -- Having Everything in Place -- Maintaining Motivation -- Managing Problems -- Managing Differing Levels of Support -- Recalling Your Aims -- Summary -- Case Study -- Guided Work -- 7.Multidisciplinary Change -- Chapter Learning Outcomes -- What Type of Team Are You Dealing with? -- Why Involve the Multidisciplinary Team in Planning Change? -- Deciding Which Groups Need to Be Involved in Planning Change -- Key Players and Opinion Leaders -- The Aim of Change -- Summary --

Contents note continued: Case Study -- Guided Work -- 8.Evaluating Change -- Chapter Learning Outcomes -- Why Evaluate Change? -- What Should Be Evaluated? -- When to Evaluate -- How to Evaluate Change: Evaluation Design and Methods -- Who Should Evaluate -- Accuracy of Information -- Analysing Information -- Ethics and Evaluation -- Summary -- Case Study -- Guided Work -- 9.Change That Doesn't Work Out -- Chapter Learning Outcomes -- Identifying Why Things Didn't Work -- Learning from Unsuccessful Change -- Unsuccessful Change and Unexpected Positive Outcomes -- Planning New Directions -- Feeding Back -- Summary -- Case Study -- Guided Work -- 10.Maintaining Change -- Chapter Learning Outcomes -- Risk of Regression -- Planning and Action to Sustain Change -- Ongoing Evaluation -- Planning Ongoing Developments -- Keeping People Informed -- Summary -- Case Study -- Guided Work -- 11.Disseminating New Evidence -- Chapter Learning Outcomes -- Sharing Locally --

Contents note continued: Publicising Your Work Outside Your Workplace -- Publication -- Conferences -- Letting People Know What Doesn't Work and Why -- Summary.

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