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Informationen zum Autor Russell Mannion is a Senior Research Fellow at the Centre for Health Economics, University of York. He is also Director of the Masters course in Health Economics at the Nuffield Institute for Health, University of Leeds. Huw T.O. Davies is Professor of Health Care Policy and Management at the University of St Andrews, and a former Harkness Fellow in Health Care Policy when he was based at the Institute for Health Policy Studies at the University of California, San Francisco. He is Co-Director of both the Centre for Public Policy and Management (CPPM) and the Research Unit for Research Utilisation (RURU) in the School of Social Science at St Andrews and is Associate Director of the PharacoEconomics Research Centre (PERC) at the same place. Martin Marshall is a Professor of General Practice at the National Primary Care Research and Development Centre at the University of Manchester, and a part-time general practitioner in an inner city practice. Klappentext ·What is organizational culture? ·Do organizational cultures influence the performance of health care organizations? ·Are organizational cultures capable of being managed to beneficial effect? Recent legislation in the United Kingdom has led to significant reforms within the health care system. Clinical quality, safety and performance have been the focus for improvement alongside systematic changes involving decision-making power being devolved to patients and frontline staff. However, as this book shows, improvements in performance are intrinsically linked to cultural changes within health care settings. Using theories from a wide range of disciplines including economics, management and organization studies, policy studies and the health sciences, this book sets out definitions of cultures and performance, in particular the specific characteristics that help or hinder performance. Case studies of high and low performing hospital trusts and primary care trusts are used to explore the links between culture and performance. These studies provide examples of strategies to create beneficial, high-performance cultures that may be used by other managers. Moreover, implications for future policies and research are outlined. Cultures for Performance in Health Care is essential reading for those with an interest in health care management and health policy including students, researchers, policy makers and health care professionals. Using theories from a wide range of disciplines including economics, management and organization studies, policy studies and the health sciences, this book sets out definitions of cultures and performance, in particular the specific characteristics that help or hinder performance. It explores the links between culture and performance. Inhaltsverzeichnis List of figures and tables and boxes Series editor's introduction About the authors Foreword by Aidan Halligan and Jay Bevington Foreword by Nigel Edwards Acknowledgements Introduction: policy background and overview Making sense of organizational culture in health care ( with Tim Scott ) Does organizational culture infuence health care performance? A review of existing evidence Culture and performance in acute hospital trusts: integration and synthesis of case study evidence Culture and performance in English acute hospital trusts: condensed case study narratives ( with Alison Powell ) Findings from a quantitative analysis of all English NHS acute trusts ( with Rowena Jacobs ) Findings from the primary care case studies ( with Liz Nelson ) Summary, conclusions and implications for policy and research Appendix 1 Research design and methods of data gathering and analysis Appendix 2 Quantitative models and data definitions References Index....
