Management for Psychiatrists

A sound practical guide to the complex world of management in psychiatric practice. It gives a theoretical overview of the management, structure, funding and politics of the NHS and focuses on both the various skills necessary for running services and personal development skills, with an emphasis on leadership and medical management skills.

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Management for Psychiatrists

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Contents

Frontmatter
pp i-iv

Contents
pp v-vii

List of contributors
pp viii-x

List of figures, tables and boxes
pp xi-xvi

Preface
pp xvii-xviii

Part I - Theoretical overview
pp 1-2

1 - History and structure of the National Health Service
pp 3-27

2 - The politics, funding and resources of the NHS in England
pp 28-43

3 - Medical management
pp 44-51

4 - Doctors and managers
pp 52-64

5 - Resources in the NHS
pp 65-84

6 - The development of community care policies in England
pp 85-97

7 - Psychiatry management and legislation in Northern Ireland
pp 98-104

8 - Mental health services in Scotland
pp 105-117

9 - Mental health services in Wales: policy, legislation and governance
pp 118-130

10 - The Mental Capacity Act–an update
pp 131-138

Part II - Changes and conflicts
pp 139-140

11 - Medical leadership skills: what is needed to be a successful leader?
pp 141-154

12 - Understanding systems
pp 155-166

13 - Working with the team
pp 167-184

14 - Managing multicultural and multinational teams in healthcare
pp 185-206

15 - Management of change
pp 207-217

16 - Managing the psychiatrist's performance
pp 218-230

17 - Revalidation for psychiatrists
pp 231-247

18 - Quality improvement tools
pp 248-276

19 - Quality and quality governance
pp 277-295

20 - Measurement of needs
pp 296-312

21 - Service users’ expectations
pp 313-322

22 - Clinical audit
pp 323-331

23 - Confidentiality and management in healthcare organisations
pp 332-346

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Management for Psychiatrists

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