Medicine, management, and modernisation: a "danse macabre"?
about
A managed clinical network for cardiac services: set-up, operation and impact on patient care.Predictors of job satisfaction among doctors, nurses and auxiliaries in Norwegian hospitals: relevance for micro unit culture.A change management perspective on the introduction of music therapy to interprofessional teams.Managing the scope and impact of root cause analysis recommendations.Implementing performance improvement in New Zealand emergency departments: the six hour time target policy national research project protocol.Adherence to pediatric asthma guidelines in the emergency department: a survey of knowledge, attitudes and behaviour among health care professionals.Integrated care organizations in Switzerland.Collaborations for leadership in applied health research and care: lessons from the theory of communities of practice.Rules and guidelines in clinical practice: a qualitative study in operating theatres of doctors' and nurses' views.Doctors and managers: poor relationships may be damaging patients-what can be done?Projections of specialist physicians in Mexico: a key element in planning human resources for health.The European quality of care pathways (EQCP) study on the impact of care pathways on interprofessional teamwork in an acute hospital setting: study protocol: for a cluster randomised controlled trial and evaluation of implementation processes.Money's (not) on my mind: a qualitative study of how staff and managers understand health care's triple AimTo adopt is to adapt: the process of implementing the ICF with an acute stroke multidisciplinary team in England.Quantitative evaluation of regular morning meetings aimed at improving work practices associated with effective interdisciplinary communication.Managing boundaries in primary care service improvement: a developmental approach to communities of practice.Relationship between nurses and physicians in terms of organizational culture: who is responsible for subordination of nurses?Is medical perspective on clinical governance practices associated with clinical units' performance and mortality? A cross-sectional study through a record-linkage procedure.Shifting clinical accountability and the pursuit of quality: aligning clinical and administrative approaches.What have NHS managers ever done for us?Accounting for health-care outcomes: implications for intensive care unit practice and performance.Disciplinary processes and the management of poor performance among UK nurses: bad apple or systemic failure? A scoping study.Translating concerns into action: a detailed qualitative evaluation of an interdisciplinary intervention on medical wards.Modernisation as a professionalising strategy: the case of critical care in England.The impact of an integrated medical leadership programme.How hospital leaders implemented a safe surgery protocol in Australian hospitals.Doctor-managers as decision makers in hospitals and health centres.Getting a grip on clinical variations in hospital services.Exploring a "community of practice" methodology as a regional platform for large-scale collaboration in cancer surgery-the Ottawa approach.Uptake of guidelines to avoid and report exposure to blood and body fluids.Managing clinical integration: a comparative case study in a merged university hospital.Doctors and managers: a problem without a solution?Sharing patient information electronically throughout the NHS.Why risk professional fulfilment: a grounded theory of physician engagement in healthcare development.The policy and the practice: early-career doctors and nurses as leaders and followers in the delivery of health care.Beyond profession: nursing leadership in contemporary healthcare.Managing complex workplace stress in health care organizations: leaders' perceived legitimacy conflicts.Health care managers learning by listening to subordinates' dialogue training.How professional identity shapes youth healthcare.Qualitative evaluation of regular morning meetings aimed at improving interdisciplinary communication and patient outcomes.
P2860
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P2860
Medicine, management, and modernisation: a "danse macabre"?
description
2003 nî lūn-bûn
@nan
2003 թուականի Մարտին հրատարակուած գիտական յօդուած
@hyw
2003 թվականի մարտին հրատարակված գիտական հոդված
@hy
2003年の論文
@ja
2003年論文
@yue
2003年論文
@zh-hant
2003年論文
@zh-hk
2003年論文
@zh-mo
2003年論文
@zh-tw
2003年论文
@wuu
name
Medicine, management, and modernisation: a "danse macabre"?
@ast
Medicine, management, and modernisation: a "danse macabre"?
@en
type
label
Medicine, management, and modernisation: a "danse macabre"?
@ast
Medicine, management, and modernisation: a "danse macabre"?
@en
prefLabel
Medicine, management, and modernisation: a "danse macabre"?
@ast
Medicine, management, and modernisation: a "danse macabre"?
@en
P2093
P2860
P356
P1433
P1476
Medicine, management, and modernisation: a "danse macabre"?
@en
P2093
Barbara Coyle
John Kennedy
Pieter Degeling
Sharyn Maxwell
P2860
P304
P356
10.1136/BMJ.326.7390.649
P407
P577
2003-03-01T00:00:00Z