This book will provide a welcome critical analysis of Quality Improvement during a period of rapid growth in its usage. The authorâ s insights and experience will help shape how people apply QI tools and encourage deeper thinking about the ideologies and practices that need to be understood before effective change can happen.
This book will provide a welcome critical analysis of Quality Improvement during a period of rapid growth in its usage. The authorâ s insights and experience will help shape how people apply QI tools and encourage deeper thinking about the ideologies and practices that need to be understood before effective change can happen.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Murray has a clinical background in mental health services and psychological therapy and is trained in systemic approaches to counselling, consultation and supervision. He is a qualified groupwork practitioner, registered with the Institute of Group Analysis. Murray has an enduring interest in the social dynamics of organising and has spent much of his career tackling complex socio-cultural and ethical issues, including leading several large-scale independent reviews of care. Murray has provided strategic support to a wide range of national quality programmes and networks in the UK and abroad. He has taught at postgraduate level internationally and is a visiting professor at the Health Systems Innovation Lab at London South Bank University. Murray's practice also includes work as an independent editor, writer and broadcaster, producing media to stimulate debate about complex professional and ethical issues in healthcare. He is co-author of Networks in Healthcare: Managing Complex Relationships (Emerald) with Professor Becky Malby.
Inhaltsangabe
Chapter 1: Context Chapter 2: The History of Quality in Healthcare Chapter 3: Cultures of Quality Chapter 4: Understanding Variation - Tensions and Dilemmas Chapter 5: Demand, Capacity and Utilisation Chapter 6: Understanding Failure Demand Chapter 7: Principles to Avoid Failure Demand Chapter 8: Defragmenting to Integrate Chapter 9: Understanding the Specialist, Generalist and Citizen Muddle Chapter 10: Supporting the Human System of Work Chapter 11: Understanding Need Chapter 12: Conclusion
Chapter 1: Context Chapter 2: The History of Quality in Healthcare Chapter 3: Cultures of Quality Chapter 4: Understanding Variation - Tensions and Dilemmas Chapter 5: Demand, Capacity and Utilisation Chapter 6: Understanding Failure Demand Chapter 7: Principles to Avoid Failure Demand Chapter 8: Defragmenting to Integrate Chapter 9: Understanding the Specialist, Generalist and Citizen Muddle Chapter 10: Supporting the Human System of Work Chapter 11: Understanding Need Chapter 12: Conclusion
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