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Managing Change in Health and Social Care Services

Price: £28.00 £19.95
This practical resource is to be used as a guide to understanding some aspects of the change process, from a preliminary assessment of the need for change, through to implementation and evaluation.

 

Author(s): Terry Scragg

The last decade has seen an unprecedented level of change in health and social care services, with the intention of improving performance and making services more accessible and sensitive to the needs of people using them. The pace and scope of this change has meant that those leading services need to develop a more sophisticated understanding of the management of change.

Managers and professionals involved in implementing change, whether it is a strategic change initiative or operational adjustments to day-to-day practice, face many challenges. It is these challenges that can be helped by an understanding of the concepts and techniques of change management. This practical resource is to be used as a guide to understanding some aspects of the change process, from a preliminary assessment of the need for change, through to implementation and evaluation.

The chapters of this handbook are divided into three sections:

  • Organisational issues
  • People central to change
  • Inter-professional services and innovation

This handbook is based on experience gained over many years of working in health and social care services, in practitioner, management and consultancy roles, and draws on a wide range of examples of organisational change.

Continuous Professional Development
Professionals within the social care sector are required to undertake Continuous Professional Development (CPD). Those who use this resource will be able to gain CPD points.

Vital information for: managers and professionals working in social care

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ISBN: 9781841962825
Publisher: Pavilion Publishing and Media
Publication: 30 September 2010
Terry Scragg is a qualified social worker and has held practitioner and management posts in social services departments. He was formerly principal lecturer in management at Chichester University where he led the masters programme for managers in health and social care services. He has also been a health authority non-executive member and a trustee of several third sector organisations. Since retiring from the university he has returned to his roots in social work and is currently working as a freelance practice assessor with students in a wide range of social care services. He has written widely on social work and management.