http://www.loc.gov/mods/v3 http://www.loc.gov/standards/mods/v3/mods-3-2.xsd
Developing and engaging clinical leaders in the "new normal" of hospitals
Healthcare systems across the globe are currently facing perhaps the greatest challenges and pressures to date as the need to improve outcomes, efficiency, productivity, quality, customer satisfaction and sustainability have significantly risen. Further, the emerging focus on value-based healthcare has increased performance expectations. To improve capability to face these challenges, doctors were "transformed" by health organizations and systems into more hybrid figures, i.e., doctor-managers and most recently clinical leaders. Yet, in many cases their engagement hasn't worked as expected or desired, and there is still much ambiguity on what is the set of expectations attached to the new hybrid role. Providing a systematic review of previous literature about the progressively worrying challenge in transforming doctors to clinical leaders, Lega and Pirino offer a qualitative analysis of different advanced countries facing the issue of training this hybrid role. Finding improved practices applicable elsewhere, they conclude with a case study focus on the Italian system. Developing and Engaging Clinical Leaders in the "New Normal" of Hospitals suggests specific policy and practice recommendations on how the system should evolve with regards to clinical leadership.
Foreword / Federico Lega and Angela Pirino -- Chapter 1. Clinical leadership in context: New public management, horizons of the "new normal", and corporatization of health organizations -- Chapter 2. Remarks on the covid-19 pandemic and clinical leadership's pivotal role -- Chapter 3. 30 years of transition from doctor-managers to clinical leaders -- Chapter 4. What we know about clinical leadership -- Chapter 5. What we should take into consideration: Perspectives, expectations, and advice from top hospital managers -- Chapter 6. A reference model -- Chapter 7. International comparative analysis: How clinicians and health professionals are supported and trained to take on leadership roles -- Chapter 8. Implications for policymaking and practitioners in an international context -- Chapter 9. Conclusion.
by Federico Lega (Milan University, Italy) and Angela Pirino (Bocconi University, Italy).
Plný text je dostupný pouze z IP adres počítačů Univerzity Tomáše Bati ve Zlíně nebo vzdáleným přístupem pro zaměstnance a studenty
Includes bibliographical references and index.
European health management in transition