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Titlebook: Managing Community Health Services; Allan McNaught Book 1991 Allan McNaught 1991 New Public Health.Public Health.health.hospital

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发表于 2025-3-21 16:37:34 | 显示全部楼层 |阅读模式
书目名称Managing Community Health Services
编辑Allan McNaught
视频video
图书封面Titlebook: Managing Community Health Services;  Allan McNaught Book 1991 Allan McNaught 1991 New Public Health.Public Health.health.hospital
描述This book was originally conceived in 1987. It was then seen as a contribution towards improved management and policy-making in a diffuse and neglected area of NHS management. The focus of the book is the ‘old‘ Community Health Services: those transferred to Area Health Authorities from local authorities in the 1974 re­ organization of the NHS. These diverse services, while grouped together, had little objectively in common, occupying, as they do, a hazy middle ground between hospital and Family Practitioner Services. However, since 1974 there have been a number of major devel­ opments which have opened opportunities for change and devel­ opment in these services. These include: the resurrection of concern with ‘Public Health‘; the attempted closure of large mental illness and mental handicap hospitals and the development of ‘Com­ munity Care‘; the introduction of General Management; and the implication for health and local authorities of the White Papers ‘Caring for People‘, ‘Promoting Better Health‘ and ‘Working for Patients‘. Traditionally, Community Health Services were seen as low status and a professional dead-end. This, in tum, has led to a rather uneven body of literature.
出版日期Book 1991
关键词New Public Health; Public Health; health; hospital
版次1
doihttps://doi.org/10.1007/978-1-4899-3138-2
isbn_softcover978-0-412-31900-6
isbn_ebook978-1-4899-3138-2
copyrightAllan McNaught 1991
The information of publication is updating

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发表于 2025-3-21 20:34:28 | 显示全部楼层
Developing service strategies: the transition to community carechanges themselves reflect a complex interweaving of ideas about the type of care and service that should be available to people, financial pressures, different organizational arrangements and challenges to the established power structures within and between groupings. They are additionally influenc
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Patterns of management in community unitsct that they have been variously moved from one agency to another and have been overshadowed by other, more prestigious sectors of the health and social services establishments. At the inception of the National Health Service, it was decided that they should continue under local authority control, a
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Working with local authoritiesis increasingly consumerist. Health and health-related needs do not respect organizationally defined boundaries. Service ‘clients’, ‘patients’ or, the more neutral term, ‘users’, face confusion in confronting inter-organizational boundaries, and, when (rarely) asked, overwhelmingly opt for the ident
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Satisfying the public and the consumer, or the public as consumer?cal observer of the NHS would find the current obsession with the ‘consumer’ rather fascinating, and requiring some explanation. The flowering of this concern is rather curious, given the legendary indifference of the NHS to the preferences and comforts of its consumers and established consumer cham
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