Key Tools and Techniques in Management and Leadership of the Allied Health Professions
Robert Jones, Fiona Jenkins
- 168 pages
- English
- ePUB (mobile friendly)
- Available on iOS & Android
Key Tools and Techniques in Management and Leadership of the Allied Health Professions
Robert Jones, Fiona Jenkins
About This Book
The Allied Health Professions - Essential Guides series is unique in providing advice on management, leadership and development for those in the Allied Health Professions (AHP). This highly practical volume offers a wide range of assessment tools and techniques in such critical areas as management quality, organisational and management structure, benchmarking, capacity and demand management, care pathway design, activity analysis, report writing and presentation skills. The layout is conducive to easy comprehension; tables, figures and boxed text aid quick reference and everyday application, and many of the resources are also provided on a complimentary CD. With contributions from internationally renowned professionals Key tools and techniques in management and leadership of the allied health professions provides tools that will be vital to all allied health professionals interested in providing timely, efficient and cost-effective care for their patients. These will include AHP managers and aspiring managers, senior clinicians, extended scope practitioners, clinical specialists, AHP educators, researchers, staff and students. 'The NHS is facing the greatest period of challenge in its history. The key to success is leadership. Allied Health Professionals will be a central part of this leadership response. In this work, Robert and Fiona continue their series supporting Allied Health Professionals in that leadership journey. It is an important contribution to this critical effort.' From the Foreword by Jim Easton
Frequently asked questions
CHAPTER 1
Allied Health Professionsâ Management Quality Matrix
INTRODUCTION
- communication
- participation
- employee development
- measurement
- delegation
- integration
- is everyone in the team âpullingâ in the same direction?
- does the direction benefit the patient?
- are there baseline measures?
- are we measuring so that we know whether we are improving or not?
- do staff have the training and motivation to provide value and bring about improvement?
- are tensions around fear of change recognised and managed?
- are problems/mistakes treated as opportunities to improve?