000			03105nam a22004695i 4500
001			60452
005			20200226102640.0
007			cr nn 008mamaa
008			170628s2017 gw | s |||| 0|eng d
020			_a9783319562247 _9978-3-319-56224-7
024	7		_a10.1007/978-3-319-56224-7 _2doi
035			_a(DE-He213)978-3-319-56224-7
050		4	_aRA5
072		7	_aMBPM _2bicssc
072		7	_aMED002000 _2bisacsh
072		7	_aMED043000 _2bisacsh
082	0	4	_a353.6 _223
245	1	0	_aWhy Hospitals Fail _h[electronic resource] : _bBetween Theory and Practice / _cedited by Prasad Godbole, Derek Burke, Jill Aylott.
264		1	_aCham : _bSpringer International Publishing : _bImprint: Springer, _c2017.
300			_aX, 172 p. 54 illus., 36 illus. in color. _bonline resource.
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
347			_atext file _bPDF _2rda
505	0		_aThe 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.
520			_aThis 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.
650		0	_aMedicine.
650		0	_aHealth administration.
650		0	_aPractice of medicine.
650	1	4	_aMedicine & Public Health.
650	2	4	_aHealth administration.
650	2	4	_aPractice and Hospital Management.
700	1		_aGodbole, Prasad. _eeditor.
700	1		_aBurke, Derek. _eeditor.
700	1		_aAylott, Jill. _eeditor.
710	2		_aSpringerLink (Online service)
773	0		_tSpringer eBooks
776	0	8	_iPrinted edition: _z9783319562230
856	4	0	_uhttp://dx.doi.org/10.1007/978-3-319-56224-7
912			_aZDB-2-SME
999			_c8752 _d8752