Really Managing Health Care
(second edition)
Author: Valerie Iles
Publisher: Open University Press/McGraw Hill, Maidenhead
Date
: 2005
RMHC2 is a highly practical guide to developing an ethical set of
leadership and management skills. Written primarily for clinicians it is as useful for those in managerial roles.
Read the Introduction.
The book can be ordered from Amazon or from the publishers.
Reviews:
“Really Managing Health Care is a joy to read, I found it interesting and extremely practical. I really enjoyed the case studies and found myself making my own diagnosis based on my
previous experience and what I had just read. I think anyone who has a part to play in managing health services would benefit from reading it.” - British Medical Journal
“Yes! This is a book that draws heavily on real-life observations with an appropriate balance
of theory and pragmatism. It tackles the challenges we all face in our everyday work - managing people, change, money, ourselves and organisations. The first chapter, Really
Managing People... can best be described as a masterpiece and sets the tenor for the rest of the book” - Nursing Times
“Valerie Iles has such a sensitive no-nonsense style that she easily succeeds in seducing
the reader to accept her arguments about what is going so badly wrong with management in health care... The case studies can only be described as ‘gems’.” - Health Service
Journal
Much has been made of the distinction between management and leadership, but in health
care this separation is unhelpful. Like the first edition, this completely revised edition of Really Managing Health Care describes a model, real management, that brings the two
elements together and demonstrates how it can be applied at all levels within health care organisations. Drawing on theory across a wide range of management disciplines and
illustrating these with practical examples, the book enables health care professionals and organisational leaders to see how to:
- interact more effectively with others
- increase the influence of their team
- ensure that clinical care is improved as a result of their actions.
Case studies clearly illustrate real-life issues and explore ways in which people caught up
in them can behave as real managers, people who really manage health care, masters of
the ‘art of getting things done’ within the specific dynamics of this field.
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