Titlebook: Handbook Integrated Care; Volker‘Amelung,Viktoria Stein,Esther Suter Book 20171st edition Springer International Publishing AG 2017 Health

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Disease Managementroaches to address the rising burden of chronic disease. The nature and scope of programmes and care models differ however, and so does the evidence about their effectiveness, about the value of different approaches, and about what works in what contexts and for what populations. This chapter explor

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Discharge and Transition Management in Integrated Careplanning and management tries to achieve exactly that. In almost no other part within the care process one can see a clearer clash of different (a) settings and capacities, (b) personal resources and professional cultures, (c) reimbursement and payment schemes, (d) care and medication procedures, (e

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Mobile Sensors and Wearable Technologyology market. With this gaining momentum, wearable devices to measure individuals’ physiology such as heart rate and activity levels have become highly popular, increasingly pervasive, and are creating a cultural shift to help people to collect, quantify, and observe their own data relating to their

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Engaging

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Planningrtages. Workforce planning takes place on different stakeholder levels and is based on different planning methodologies, namely supply-based, demand-based, needs-based models, and benchmarking. A challenge in applying any of these models, however, lies in dealing adequately with uncertainty by makin

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Integrated Care and the Health Workforced changes in the definitions of health and illness. Many health systems have endorsed integrated care strategies as a means to approach the above challenges, as they are expected to lead to better outcomes, increased efficiency and improved access for service users. Generally, integrated care strate

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Leadership in Integrated Careegrated care than in typical organizations (Sydow et al. 2011). This is due to, on the one hand, network structures that require leadership of and in networks, and on the other hand, a higher level of complexity in the health care sector (see Figure 2).