Organisational Development in Healthcare introduces the practical ways in which change in health services can be promoted. It includes descriptions of all of the most important approaches to change currently being used in the NHS, discussion of when they work best and details of the evidence of their impact.

Organisational development (OD) as a practice involves an ongoing, systematic process of implementing effective organisational change. OD is both a field of applied science focused on understanding and managing organisational change and a field of scientific study and inquiry. It is interdisciplinary in nature and draws on sociology, psychology, particularly industrial and organisational psychology, and theories of motivation, learning, and personality. Organisation Development in Healthcare: A Critical Appraisal for Practitioners provides both an overview of the evolution of OD in healthcare as a field of practice and as a challenge to its future development. It examines the underlying assumptions behind OD and tracks its historical growth in healthcare, with special attention devoted to the UK’s National Health Service. The unusual nature of healthcare organisations delivering human services through the work of professionals who are subject to emotional labor and are addressing society’s wicked problems provides a unique context. A range of challenges for healthcare OD are identified, including questions of conformists or deviant innovation; organisations as machines or systems; hierarchy versus democracy; the importance of power and emotion and possible future ways forward for healthcare OD are suggested. Examples and short case studies from both the UK and the US to illustrate the benefits of OD are included.

This title was first published in 2002: Health systems across the globe face similar problems: controlling costs while maintaining or improving health care quality and access. Notwithstanding the unprecedented health system reforms of the past decades, many outstanding problems remain in these areas. Drawing on experts from Europe and America this eclectic collection of leading edge research examines the impact of organizational development on improving quality and efficiency in health care. A series of chapters provide accounts of organizational reconfiguration in the UK and elsewhere. The contributors examine how structural and procedural changes must be matched by the development of human resource services if increases in efficiency and effectiveness are to be achieved. The book will be of interest to health care academics, policy makers, managers and practitioners who are interested in keeping abreast of the latest developments in health care research.

In a world saturated with the “how tos” of OD, there is a void of evidence-based resources for both organizational leaders and OD scholar-practitioners to use as a guide while navigating the complex and chaotic environment of healthcare. This handbook has been created to fill this space and provide a resource for this vital audience at a time of great change and greater potential in the healthcare arena. The handbook will focus on the critical nature of OD in healthcare and how it applies in this unique environment; examining its broad use from hospitals to corporate offices and from small systems to multinational corporations. The book will provide research-based, practical processes and methods, while sharing compelling cases of how the compassion and care associated with healthcare is wound tightly with the OD work it encompasses.The handbook will also offer a comprehensive look at the role OD plays in the critical issues and significant changes facing healthcare today. The handbook overall is a small part history and a small part predictions surrounding very practical and applicable uses of OD In healthcare. Through the sharing of engagement processes, revealing outcomes and connecting each concept to a living case of how OD has impacted the healthcare field, this handbook provides a unique resource for OD and HR professionals, healthcare executives, MHA students and the academic community.

This collection of critical ideas relating organization science to operations and accomplishments in the health care environment provides a thematic guide for leaders, practitioners, academics and administrators. It pulls in a broad cross-section of perspectives on the important linkage of scholarship and practice with a solid global perspective.

This comprehensive management manual brings together a holistic philosophy of health care, an overview of good business practices, and guidelines for compliance to national and international hospital accreditation standards. Chapters cover conceptual frameworks for health service delivery, strategic planning, good governance, financial management, human resource management, and continuous quality improvement. The philosophy of Ubuntu, the African notion that everyone in a community is responsible for the welfare of its members, is also discussed as a necessary consideration in all heath care decisions.

Essay from the year 2016 in the subject Business economics - Business Management, Corporate Governance, grade: 74, , language: English, abstract: This paper aims to find out why there is a high turnover rate amongst private mental health nurses in the healthcare industry by looking at influences of leadership style, particularly transformational leadership on job satisfaction, motivation and commitment to the organisation. It will initially look at the current scenario on a ward (Ward A) in a private mental health hospital (Company A) and then look at literature supporting possible ways of addressing problems in company A. Mental health nurses are said to face significantly different sets of challenges, mainly due to being subjected to violence, and aggression regularly by patients. Current leadership practices and organisational structures may not be supporting nurses enough in some settings, which could be contributing to facilitate unhealthy work environments and high nursing turnover. Spending has been said to have significantly risen, approximately £327 million to £485 million in from 2012 to 2014 respectively, on recruiting temporary nurses due to nursing shortages. Budget cuts, low remuneration and low staff morale are said to have contributed to an over-reliance on temporary nurses which is said to be having a negative effect on continuity of care for patients and poor outcomes of quality. Leaders with good interpersonal skills, actively carrying out staff supervision and adopting a transformational style of leadership may be the key towards increasing job satisfaction, motivation and reducing staff turnover amongst nurses. Nurse leaders need to understand their nurses in order to understand why so many are leaving.

Market-leading Organization Development and Change blends theory, concepts and applications in a comprehensive and clear presentation. The authors work from a strong theoretical foothold and apply behavioral science knowledge to the development of organizational structures, strategies, and processes.

This volume brings together the work of several outstanding scholars on the critical subject of human resource management in the health care sector. As the contributors note, the combined pressures of an aging population, higher costs, and reduced Medicare reimbursement formulas have made more efficient delivery of services a primary concern for health care facilities of all kinds. Because of the labor-intensive nature of health services, this goal cannot be achieved without more effective human resource management. Here, noted authorities in the field present the latest techniques and practical applications of human resource management specifically tailored to the needs of health care professionals. Broadly comprehensive in scope, this volume addresses each of the major concerns in human resources: planning, staffing, equal employment, performance appraisal, compensation, training, safety, employee rights, and industrial and labor relations. The book begins by presenting a conceptual framework for human resource management, the strategic choice model. Subsequent chapters build upon this model by presenting a systems approach to strategic human resource planning and demonstrating the importance of job design and job analysis in this context. The contributors then discuss recruitment strategies, performance-based pay systems, employee evaluations, and the design of compensation systems, focusing throughout on issues of particular relevance in the health care sector. Finally, a number of chapters explore topics of increasing concern to both health care workers and administrators, including quality of work life, the burgeoning home health care industry, collective bargaining and legislation, managing change in the health care environment, and the challenges posed by information technology. An indispensable reference source for health practitioners, researchers, and students, Human Resource Management in the Health Care Sector is also a valuable text for courses in health, business, nursing, and management.