Management in health care / Neil Wheeler, Diana Grice.

Includes bibliographical references and index.

1. Managing Time--Introduction --Efficiency --The theoretical framework--Deadlines --Waiting lists / waiting times--Reactive or proactive?--Parkinson\'s law --Routine and exceptional strategies --Managing a diary --Realistic goal setting --In summary --The practice --Time use analysis --Prioritising --Perform in the present --Strategy and goals --Delegation --Use every moment --Handle paper only once --Break up tasks into manageable slices--Interruptions --Make maximum use of breaks --Meetings--Making effort count twice--Time and motion analysis-- Systematising routine tasks--Setting standards --Biorhythms --Do not present for work if you are not fit--Conclusion--Reference--Further reading --2. The Management of Information-- Introduction--The theoretical framework--Storing and retrieving information: a personal database for life--Different media --Recording patient/client information --Government information collection --Communicating information--The practice --Storing and retrieving-- Personal organisers -- Databases--Collecting information--Conclusion--References--Further reading --3. The Management of People--Introduction --The theoretical framework --The rise and fall of line management-- Outsourcing and tendering--Managing supply and demand--The human resource (personnel) department --The employment life cycle --Industrial relations --Absenteeism and staff availability --Terminating contracts --Accountability --The professions --Tribalism--The practice-- Recruitment and selection --Staff development and performance management--Industrial relations--Accountability --Team working --Negotiation --Managing oneself--Personal and professional development through portfolios and profiles --A salient warning Conclusion-- References --Further reading --4. The Management of Financial Resources--Introduction--The theoretical framework --The channels--Income and expenditure--Direct and indirect costs --Fixed and variable costs --Full and marginal costs --Apportionment of overheads --Capital and revenue --Pricing --QALYs --Regulations --Audit --The practice --Budgetary control --Case studies-- Financial business planning --Management of your own financial resources --Conclusion --Further reading --5. The Management of Quality --Introduction --The theoretical framework --Quality --Quality control --Quality assurance --Total quality management --Audit--Clinical governance --The practice --Quality assurance and total quality management --Conclusion --References --Further reading --6. The Management of Change--Introduction --The nature of change--The theoretical framework--Conditioning and gestalt --Theories of the management of change-- Participative leadership and involvement of employees --Communication and feedback --Education-- Leadership and trust--Attention to the impact of change on individuals --The early experience of benefit --Models of change management --Subsidiarity, and levels of interference: breadth and depth of intervention --Summary of the theory --Discussion --Limitations --Conclusion --The practice --Models of change management: force-field analysis --Tactical endeavours to enable change --References-- Further reading --7. Marketing --Introduction --Customers and consumers --The history of getting goods on to the market--The theoretical framework --Strategic and operational marketing --Strategic marketing: analysis and planning --Operational marketing: the marketing mix --Market research --A taxonomy of need--Value-added chains --Queuing and queuing theory --Requirements of a market economy --The practice--Market audit --Market analysis --Operational marketing: the marketing mix --Marketing yourself --Conclusion-- References--Further reading --8. The NHS--Introduction --The knowledge base-- Primary/secondary/tertiary --The NHS Act (1947) --The NHS Reorganisation Act (1973) --The NHS and Community Care Act (1990) --The New NHS - Modern and Dependable (1998) -- Conclusion-- References --Further reading.