Medical Management: A Practical Guide

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Paperback
ISBN 9781444145403
Cat# K18583

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Features

  • Comprehensive coverage of NHS and private sectors, hospital medicine, and primary care
  • Written by a team of experienced and talented medical and non-medical management experts
  • Provides key management skills necessary from working with a difficult colleague to change management and leadership skills
  • Covers emerging specialties, innovations, and technologies as well as international perspectives

Summary

This essential guide provides a lifeline to authoritative, reliable information on medical management, giving you all the skills you need whether managing a junior colleague as a lead doctor, or running multidisciplinary consortia in the NHS or private sectors.

  • Learn key skills from leadership, managing change, quality control, and project management through to doctors in difficulty, appraisals and revalidation, managing exceptional performance, and poor performance
  • Comprehensive coverage of NHS and private healthcare, primary care, acute and emergency care, mental health, and many other sectors
  • Gain insight into important topics such as healthcare innovations and technologies, implementing evidence-based medicine, medical education, patient safety, and primary care consortia
  • Refine your management skills with advice, wisdom, and practical help from key opinion leaders, medical professionals, and management experts

In this world of change, reforms and new government initiatives, can you afford not to build on your existing skills? Whether you are new to medical management or an experienced director wishing to stay up to date and refine your expertise, this book will be an invaluable source of advice to help you manage the delivery of high-quality care.

Table of Contents

Management in the NHS – general issues
Healthcare management – an overview
Peter Graves
Quality and safety
Elizabeth J Haxby
Leadership styles and skills
James Matheson and Jacky Hayden
Information technology, innovation and healthcare
Hameen Markar and Nadeem Mazi-Kotwal
Healthcare commissioning and contracting
John Hague and Matt Fossey
Measuring healthcare outcomes
Julian Flowers and Raja Badrakalimuthu
Change and project management
Hameen Markar
Evidence-based healthcare and medical management
Mark Agius and Anton Grech

Medical management – specific issues
The role of the board and its directors, including the executive medical director
Geraldine O’Sullivan
The doctor as chief executive
Philip Sugarman
Roles and challenges of a clinical director
Sajeeva Jayalath
Financial issues for doctors
Trish Donovan and Peter Graves
Developing personal effectiveness: what does it take to become a good doctor?
Hameen Markar
Doctors in difficulty
Peter Old and Alastair Scotland
Medical education and training
Simon Gregory
Appraisals and revalidation
J Thiagarajan
Public health
Paul Cosford
Medical management in mental health services
Sylvia Tang and Geraldine O’Sullivan
Medical management in acute care
Ed Neale
Medical management in private healthcare
Duncan Empey and Sheila Peskett
Medical management in primary care
Paresh Dawda
Index

Author Bio(s)

Hameen Markar MBBS (Sri Lanka) FRCP(Edin) FRCPsych MPhil(Edin)Retired Medical Director, Bedfordshire & Luton Mental Health NHS Trust and South Essex Partnership Foundation Trust (Bedford & Luton); Formerly Associate Lecturer, Department of Psychiatry, University of Cambridge.

Geraldine O'Sullivan MB BCh BAO (National University Ireland) MD (NUI), FRCPsych, Diploma Company Direction (IoD). Executive Director - Quality and Medical Leadership, Hertfordshire Partnership NHS Foundation Trust.