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988			_aSpringer_Medicine_2017
999			_c96275 _d96275 _x1
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006			m o d
007			cr cnu|||unuuu
008			170630s2017 sz ob 001 0 eng d
020			_a3319562231
020			_a331956224X _q(electronic bk.)
020			_a9783319562230
020			_a9783319562247 _q(electronic bk.)
020			_z9783319562230
040			_aN$T _cN$T _dEBLCP _dN$T _dGW5XE _dYDX _dUAB _dAZU _dUPM _dKOS _dOCLCO _dMERER _dESU _dOCLCQ _dCOO _dOCLCQ _dVT2 _dIOG _dOCLCO _dOCLCA _dES-MaUEC _bspa
050		4	_aRA971 _b2017 EB
245	0	0	_aWhy Hospitals Fail : _bBetween Theory and Practice _cPrasad Godbole, Derek Burke, Jill Aylott, editors.
264		1	_aCham, Switzerland _bSpringer _c[2017]
300			_a1 recurso en línea
336			_aTexto _btxt _2rdacontent
337			_aelectrónico _bc _2rdamedia
338			_arecurso electrónico _bcr _2rdacarrier
347			_atext file _bPDF
500			_aSpringerLink
504			_aIncluye referencias bibliográficas e índice
505	0		_aForeword; Preface; Contents; 1: The Challenge of Context; 1.1 Introduction; 1.2 Global Healthcare Systems; 1.3 Finance; 1.4 Delivery; 1.5 Activity; 1.6 Experience; 1.7 Quality; 1.8 Patient Safety; 1.8.1 How Do We Prevent Harm to Patients?; 1.9 Board Assurance Framework; 1.10 Relationship Between Cost, Quality and Safety; 1.11 Event-Action-Outcome Lag:; 1.12 Summary; References; 2: Factors Affecting Failure; 2.1 Case Study 1: From a Culture Focused on Doing the 'System's Business' to a Culture of 'Quality Improvement'
505	8		_a2.2 Case Study 2: Developing a Culture of Openness Though a 'Duty of Candour'2.2.1 Barriers to Disclosure; 2.3 Case Study 3: Engaging Patients and Their Carers in the Development of Best Practice in 'End of Life Care'; 2.3.1 Relatives as Proxies; 2.4 Case Study 4: Developing an Engaged Workforce to Foster Positive Collaborative Communication; 2.5 Case Study 5: A Need for Whole Organisation Support with the Engagement of Quality; 2.6 Case Study 6: Medical Leadership as a Mechanism to Build Organisational Capability and a New 'Quality Improvement' Organisational Culture; References.
505	8		_a3.6.5 Benefit: Cost Ratio Calculation3.6.6 ROI Calculation; References; 4: Effective Medical Leaders Achieving Transformational Change; 4.1 Human Nature Is a Reality; 4.2 Why Aren't We Always Successful in Implementing Change?; 4.3 Illustrative Example; References; 5: A Critique of Conceptual Leadership Styles'; 5.1 Introduction; 5.2 Leadership; 5.3 Traditional Theories of Leadership; 5.3.1 Traits and Leadership; 5.3.2 Behavioural Leadership; 5.3.3 Situational Approach; 5.4 Modern Perspectives of Leadership; 5.4.1 Transformational Leadership; 5.4.2 Transactional Leadership.
505	8		_a3: Assessing the Return on Investment (ROI) Through Appreciative Inquiry (AI) of Hospital Improvement Programmes3.1 Return on Investment; 3.2 A Case Study: Return on Investment for Quality Improvement of a 'Nurse Led' Cancer Follow Up Service; 3.3 Pre-Pilot Questionnaire; 3.4 Focus Group; 3.5 Pilot; 3.5.1 Inclusion and Exclusion Criteria; 3.5.2 Nurse-Led Clinic Pilot Protocol; 3.5.3 Control Group; 3.5.4 Data Analysis; 3.6 Return on Investment Calculations; 3.6.1 Current Tariff; 3.6.2 Potential Income from Clinics; 3.6.3 Pilot Benefits and Costs; 3.6.4 Analysis.
505	8		_a5.5 Emotional Intelligence5.6 Theories of Emotional Intelligence; 5.7 Importance of Emotional Intelligence; 5.8 Performance; 5.8.1 Individual Performance in Organisations; 5.8.2 Group Performance in Voluntary Non-profit Organisations; 5.9 Leadership and Performance; 5.10 Leadership Competencies and Performance in Non-profit Groups; 5.11 Who Should Be Hospital Leaders?; 5.12 The Medical Leadership Competency Framework (MLCF); References; 6: Effective Hospital Leadership: Theory and Practice; 6.1 Increased Demand and Limited Resources.
520	3		_aThis book explores the current wider political, social and economic context of hospitals in the public and private sector globally and identifies the push and pull tension between the demands of the quality regulator and the requirements of health care commissioning processes. This book draws on the evidence of what works to improve the quality of hospital services in the development of medical and clinical leadership models. The book seeks to develop a specific paradigm shift in understanding the development of medical leaders by promoting a culture of engagement through participation and one that is defined by the experiences of medical leaders. The editors examine new and emergent models of leadership and their contribution to explain effective and sustainable change and suggest that theoretical models of leadership are often unable to explain many of the practice led challenges presented in hospitals. It will be useful reading for specialists seeking to develop their own learning as a leader and who identify their learning needs.
588	0		_aOnline resource; title from PDF title page (EBSCO, viewed July 10, 2017).
650		7	_2embne _9169967 _aHospitales _xAdministración
700	1		_aAylott, Jill, _eeditor literario
700	1		_aBurke, Derek, _d1958- _eeditor literario
700	1		_aGodbole, Prasad _eeditor literario _9680455
856	4	0	_uhttps://go.openathens.net/redirector/universidadeuropea.es?url=http://link.springer.com/10.1007/978-3-319-56224-7 _zAcceso a este recurso digital (usuarios Universidad Europea de Madrid)
942			_2lcc _cLE
998			_b02/2018 _dz _e- _zSI