Managing and Marketing Health Services
Cengage Learning EMEA, 2002 - Business & Economics - 193 pages
The organisation and management of health care services is a central theme within public policy across the post-industrial world. Demographic, socio-economic and technological changes present challenges for policy makers and health care professionals alike and there is constant pressure for the reorganisation of health care systems in pursuit of accessible, high quality, cost-effective health care delivery in modern democratic societies. Managing & Marketing Health Services provides a critical overview of the key challenges facing health care policy makers, managers and professionals in managing the design and delivery of health care services. It introduces a number of key themes - the service design process, the management of inter-organisational relationships, understanding health care consumers and evaluating service quality - to provide an integrated, holistic perspective on the delivery of health care services. Managing & Marketing Health Services is intended for post-graduate and post-experience courses in Health Care Management.
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relationships and networks
managing interorganisational service
approach assessment central challenge changes chapter characteristics clinical clinical governance collaboration competitive complex consumer behaviour consumerist context core critical delivery of health design process discussion dynamics effective emphasis environment evaluation Evidence-based Medicine example Executive Health Department expectations factors focus formation framework governance health care professionals health care services health care systems health service hierarchies impact individual informational asymmetries innovation inter-organisational relationships interaction Internet involved Journal of Marketing Leunis literature managerial market behaviour modern health National Health Service nature neo-classical economic network-type outcome patient satisfaction perspective policy makers primary care organisations primary—secondary care relationship profes professional services public sector quasi-market reflects rela response role Scottish Executive Health secondary care organisations service cycle service delivery service design service encounter service providers service quality service users SERVQUAL social specific strategic Strategic Management structures tion tional trust understanding viewed Wistow