Managing care in context / edited by Jeannette Henderson and Dorothy Atkinson.

Contributor(s):

Material type: Text

TextPublication details: London : Routledge, 2003.Description: 368 p. ; 24 cmISBN:

0415298660
0415298687 (pbk.) :

Subject(s):

DDC classification:

361.3068 HEN

Holdings
Item type	Current library	Call number	Copy number	Status	Date due	Barcode
Standard Loan	Moylish Library Main Collection	361.3068 HEN (Browse shelf(Opens below))	1	Available		39002000222712

Enhanced descriptions from Syndetics:

This major new textbook looks at the diversity and complexity of the manager's task in the changing context of care provision and argues for a practice-led approach. Informed by extensive consultation with managers, practitioners and users of services, the authors of this textbook:

* examine the policy, legal and organisational contexts of care
* highlight the impact for managers of the government's modernising agenda and initiatives for inter-professional working
* discuss the role of the managers in providing ethical care grounded in good practice
* tackle the task of translating competing views from service users and carers into high-quality service provision
* review the position of the manager in relation to debates on the deprofessionalisation of care.

Managing Care in Context is essential reading for students, practitioners and aspiring, new and experienced managers of care within the health and social services sector. It will help managers to understand what their role is, how it has developed and how to face the challenges of the future.

Table of contents provided by Syndetics

Contributors (p. vii)
Editors' acknowledgements (p. xi)
Acknowledgements (p. xiii)
Introduction (p. xv)
Part 1 Practice, Policy and the Law
Introduction (p. 1)
Chapter 1 Managing to care (p. 3)
Chapter 2 What service users say about services: the implications for managers (p. 27)
Chapter 3 Managers, managing and manageralism (p. 49)
Chapter 4 Managers and the law (p. 75)
Part 2 The Contexts of Care
Introduction (p. 103)
Chapter 5 Managers and their organisations (p. 105)
Chapter 6 Managing environments (p. 133)
Chapter 7 Quality matters (p. 159)
Part 3 People in Social Care
Introduction (p. 187)
Chapter 8 Workers, professions and identity (p. 189)
Chapter 9 Theories for understanding people (p. 211)
Chapter 10 The morally active manager (p. 237)
Chapter 11 Managing for outcomes (p. 257)
Chapter 12 Taking account of history (p. 283)
Appendix The consultation process (p. 309)
References (p. 313)
Index (p. 333)