A sound practical guide to the complex world of management in psychiatric practice. It gives a theoretical overview of the management, structure, funding and politics of the NHS and focuses on both the various skills necessary for running services and personal development skills, with an emphasis on leadership and medical management skills.
A sound practical guide to the complex world of management in psychiatric practice. It gives a theoretical overview of the management, structure, funding and politics of the NHS and focuses on both the various skills necessary for running services and personal development skills, with an emphasis on leadership and medical management skills.
Prof Dinesh Bhugra CBE is Emeritus Professor of Mental Health and Cultural Diversity at the Institute of Psychiatry, Psychology and Neuroscience, King's College London and President of the World Psychiatric Association. He has written extensively on cultural factors and mental illness, psychosexual medicine and spirituality. Stuart Bell CBE is Chief Executive of the Oxford Health NHS Foundation Trust. He joined the NHS in 1982 and has worked in the acute and mental health sectors, in organisational development and performance management at regional level and in the Department of Health. Prof Alistair Burns CBE is Professor of Old Age Psychiatry at the University of Manchester, National Clinical Director for Dementia and Older People's Mental Health in NHS England and an Honorary Consultant Psychiatrist in Manchester. His research interests are around dementia and his clinical work is part of a Community Mental Health Team for older people.
Inhaltsangabe
Preface to fourth edition List of contributors Part I. Theoretical Overview: 1. History and structure of the National Health Service 2. The politics, funding and resources of the NHS in England 3. Medical management 4. Doctors and managers 5. Resources in the NHS 6. The development of community care policies in England 7. Psychiatry management and legislation in Northern Ireland 8. Mental health services in Scotland 9. Mental health services in Wales: policy, legislation and governance 10. The Mental Capacity Act - an update Part II. Changes and Conflicts: 11. Medical leadership skills - what is needed to be a successful leader? 12. Understanding systems 13. Working with the team 14. Managing multicultural and multinational teams in healthcare 15. Management of change 16. Managing the psychiatrist's performance 17. Revalidation for psychiatrists 18. Quality improvement tools 19. Quality and quality governance 20. Measurement of needs 21. Service users' expectations 22. Clinical audit 23. Confidentiality and management in health care organisations 24. Patient complaints: every doctor's business 25. The mental health review tribunal (tribunals and how to survive them) Part III. Personal Development: 26. Compassionate care: leading and caring for staff of mental health services and the moral architecture of healthcare organisations 27. How to manage committees: running effective meetings 28. Presentation skills 29. Time management 30. Developing effective leaders in the NHS 31. Mental health informatics 32. Stress, burnout and engagement in mental health services 33. How to get the job you really want 34. Surviving as a junior consultant: hit the ground walking 35. Working with the media - many benefits but some risks 36. Consultant mentoring and mentoring consultants Index.
Preface to fourth edition List of contributors Part I. Theoretical Overview: 1. History and structure of the National Health Service 2. The politics, funding and resources of the NHS in England 3. Medical management 4. Doctors and managers 5. Resources in the NHS 6. The development of community care policies in England 7. Psychiatry management and legislation in Northern Ireland 8. Mental health services in Scotland 9. Mental health services in Wales: policy, legislation and governance 10. The Mental Capacity Act - an update Part II. Changes and Conflicts: 11. Medical leadership skills - what is needed to be a successful leader? 12. Understanding systems 13. Working with the team 14. Managing multicultural and multinational teams in healthcare 15. Management of change 16. Managing the psychiatrist's performance 17. Revalidation for psychiatrists 18. Quality improvement tools 19. Quality and quality governance 20. Measurement of needs 21. Service users' expectations 22. Clinical audit 23. Confidentiality and management in health care organisations 24. Patient complaints: every doctor's business 25. The mental health review tribunal (tribunals and how to survive them) Part III. Personal Development: 26. Compassionate care: leading and caring for staff of mental health services and the moral architecture of healthcare organisations 27. How to manage committees: running effective meetings 28. Presentation skills 29. Time management 30. Developing effective leaders in the NHS 31. Mental health informatics 32. Stress, burnout and engagement in mental health services 33. How to get the job you really want 34. Surviving as a junior consultant: hit the ground walking 35. Working with the media - many benefits but some risks 36. Consultant mentoring and mentoring consultants Index.
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