384 Pages 41 B/W Illustrations
    by Routledge

    380 Pages 41 B/W Illustrations
    by Routledge

    Managing in Health and Social Care is about developing skills to manage and improve health and social care services. The focus throughout is on the role that a manager can play in ensuring effective delivery of high-quality services. Examples from social care and health settings are used to illustrate techniques for managing people, resources, information, projects and change.

    This new edition has been extensively revised and updated, and includes many new case studies and examples, as well as a new chapter on motivation. It covers topics such as:

    • interorganisational and interprofessional working
    • leadership
    • responding to the needs of service users
    • the service environment
    • accountability and risk
    • working with a budget
    • standards and quality
    • managing change.

    The authors explore how managers can make a real and positive difference to the work of organisations providing health and social care. They consider what effectiveness means in managing care services, the values that underpin the services, the roles of leaders and managers in developing high-quality service provision, and the necessary skills and systems to enable service users to contribute to planning and evaluation.

    Managing in Health and Social Care is a practical textbook for students of management in health and social care, whether at undergraduate or postgraduate level. It includes case studies with textual commentary to reinforce learning, activities, key references and clear explanations of essential management tools and concepts.

    The first edition of this book was published in association with The Open University for the Managing Education Scheme by Open Learning (MESOL)

    Part 1: The Manager and the Team  1. Your Job as a Manager in Health and Social Care  2. Improving your Effectiveness as a Manager  3. Management and Leadership  4. Understanding Motivation  5. Values and Vision  Part 2: Managing for Service Users  6. What do your Service Users Want?  7. Mapping the Service Environment  8. Engaging with Service Users  9. Managing Outcomes for Service Users  Part 3: Managing Services  10. Managing Processes  11. Working with a Budget  12. Service Planning, Accountability and Risk  Part 4: Managing Improvement  13. Quality in Services  14. Working with Standards  15. Management Control  16. Developing Effective Performance  17. Managing Change  18. Planning and Managing Projects


    Vivien Martin works in management and professional development at the University of Brighton Business School, UK.

    Julie Charlesworth is Lecturer in Public Management at The Open University, UK.

    Euan Henderson was formerly Professor of Educational Technology in The Open University Business School. He is currently a non-executive director of a primary care trust.

    Praise for the first edition:

    'This book will help service and project managers, and should be key to the development of local projects' management communities.' - Community Care