Management for Nurses and Health

Management for Nurses and Health Professionals examines management theory and its applications in healthcare, with an emphasis on relating theory to the organisation of patient care and effective management in everyday practice. This essential guide to health care management explores clinical governance, middle management, interprofessional working and clinical leadership as well as examining the organizational culture of the NHS, change management and management roles. It demonstrates how management theory has influenced health care and encourages the reader to become actively involved in shaping management and health care development. * an essential guide for students and qualified staff * examines key concepts and theories * explores evidence based practice * relates theory to practice

Alistair Hewison is senior lecturer and research lead for nursing. He has undertaken research investigating the organisation of care over a number of years and published widely on nursing, management and policy in scholarly journals and book chapters.

He has led a number of projects investigating end of life care in a range of settings, service redesign, and the organisation of nursing services. His involvement in this programme of work is centred on understanding how the organisation and management of services can improve care.

Preface

ix

Acknowledgements

x

Introduction

1

(150)

Why study management?

1

(1)

What do we mean by management?

1

(1)

Different views of management

2

(1)

Surviving in organisations

3

(1)

Health professionals as managers

3

(2)

The tools of management

5

(1)

Outline

6

(2)

Terminology

8

(1)

Language

9

(2)

1. The History of Management in the NHS

11

(15)

Introduction

11

(2)

The impact of management theory on the NHS

13

(2)

The establishment of the NHS

15

(1)

Scientific management and the Salmon Report

16

(1)

Classical management, systems approaches and the 1974 reorganisation

16

(2)

The end of the post-war settlement

18

(1)

The Griffiths Report

19

(1)

Researching the effects of Griffiths

20

(2)

The consequences of the Griffiths Report

22

(1)

The internal market

23

(1)

Conclusion

24

(2)

2. The New Public Management

26

(14)

Introduction

26

(1)

The NPM

26

(1)

Debate concerning the NPM

27

(3)

NPM ideal types

30

(5)

The number of managers

35

(1)

Researching the NPM

36

(1)

NPM and health care

37

(1)

Conclusion

37

(3)

3. Clinical Governance and Quality Management

40

(20)

Introduction

40

(1)

Defining quality

41

(4)

Quality failures

45

(1)

The work of the quality gurus

46

(1)

TQM

47

(6)

Audit

53

(2)

Clinical governance

55

(2)

Progress with clinical governance

57

(1)

Conclusion

58

(2)

4. Organisational Culture

60

(16)

Introduction

60

(1)

Why is culture important?

61

(1)

The complexity of culture

62

(1)

Defining culture

62

(2)

Three categories of culture

64

(7)

Components of culture

71

(1)

Levels of culture

72

(2)

Is the concept of culture useful?

74

(1)

Conclusion

74

(2)

5. Change in Health Care Organisations

76

(18)

Introduction

76

(1)

The nature of change

77

(2)

Organisational change theory

79

(2)

Summary of approaches

81

(9)

Evidence-based practice and the diffusion of innovations

90

(2)

Conclusion

92

(2)

6. Leadership in Health Care

94

(19)

Introduction

94

(1)

Defining leadership

94

(6)

Leadership in the NHS

100

(4)

Leading empowered organisations

104

(1)

Local leadership

105

(5)

Embodying leadership in the NHS

110

(1)

Conclusion

111

(2)

7. Hybrid Management

113

(11)

Introduction

113

(1)

Management in the NHS

114

(1)

Professionals into management

114

(5)

Hybrid management

119

(4)

Conclusion

123

(1)

8. Middle Management in the NHS

124

(10)

Introduction

124

(1)

Defining middle management

125

(1)

Being a middle manager

125

(1)

The changing role of the middle manager

126

(2)

Middle management in the public sector

128

(1)

Middle management in the NHS

128

(5)

Conclusion

133

(1)

9. Interprofessional Working

134

(17)

Introduction

134

(1)

Defining the terms

135

(1)

The nature of interprofessional working

136

(4)

Three types of multiprofessional working

140

(3)

Barriers to interprofessional working

143

(1)

Organisational barriers

144

(3)

Professional codes and interprofessional working

147

(2)

Interprofessional learning

149

(1)

Conclusion

150

(1)

10. Domain Theory

151

(14)

Introduction

151

(1)

Domain theory

152

(5)

Research using domain theory

157

(3)

Further applications of domain theory

160

(4)

Conclusion

164

(1)

11. Evidence-based Management

165

(9)

Introduction

165

(1)

Evidence-based practice

166

(1)

Evidence-based management

167

(5)

Conclusion

172

(2)

Conclusion

174

(4)

A critical practical perspective

175

(1)

The future?

176

(1)

Recommendations

177

(1)

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Management for Nurses and Health Professionals Theory into Practice

Summary

Author Biography

Table of Contents

Supplemental Materials