Health Promotion and Health Services: Management for Change
Pressure on health services to become more responsive to the health needs of the broader population has led to greater demand for effective change management within the health sector. Health Promotion and Health Services: Management for Change offers an innovative new framework for reorienting health services to become more health promoting. Effective integration of theory and practice Health promotion and change management theory are integrated into a practical framework featuring a broad range of organisational development and change management techniques. Emphasis on the role of the 'change agent' The text adopts the approach that there is no single best way to implement change, and provides resources in the form of 'tools' (Section Three: Thinking Tools for the Change Agent) to assist in critically evaluating the role of change agent. Australian practice in the international context Health Promotion and Health Services: Management for Change draws on a range of Australian, Canadian and European examples of ways of creating health promoting health services, and illustrates how these services can be sustained.
What people are saying - Write a review
We haven't found any reviews in the usual places.
Thinking Tools and Techniques
Setting the Context
FIGURES and TOOLS
26 other sections not shown
achieve approach to change approach to health areas become more health behaviour broader community Burke Burke-Litwin model change agents change management change process Chapter clinical community and consumer concept consultant consumer participation Cummings and Worley determinants of health diagnosis emergency departments environmental evaluation example Flinders University focus framework groups health promoting health Health Promoting Hospitals health promotion activities health promotion program health systems identify impact implementation important improve the health individuals integrated interventions involved issues Kotter leaders leadership NHS Health Scotland open systems organisation change organisation culture Organisation Development organisational health promotion Ottawa Charter patients Paton-Johnson model planned change policies population health practice Primary Health problems promoting health service Public Health recognised reorienting health services resistance to change services to become skills social South Tyneside staff stakeholders structures tool transactional change transformational change Trust types values vision workplace World Health Organization