Relevant bibliographies by topics / Care managers

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Care managers'

Author: Grafiati
Published: 4 June 2021
Last updated: 3 February 2022

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Journal articles on the topic "Care managers"

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Cooper, Theodore. "Cushing Oration, 1989: Who manages the managers?" Journal of Neurosurgery 71, no. 3 (September 1989): 311–15. http://dx.doi.org/10.3171/jns.1989.71.3.0311.

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✓ New medical knowledge is emerging at a tremendous rate. Diseases such as Alzheimer's disease, Parkinson's disease, cancer, and others (diseases once considered beyond the scope of medicine) are receiving a great deal of attention. Yet it is a paradox that, at a time when we are learning more about the biology of the human being, it is more difficult to creatively develop the new knowledge into diagnostic tests, surgical interventions, and preventive strategies. The pace of biomedical innovation is being slowed by an increase in the intervention of nonmedical “managers of care.” The driving force behind managed care is concern over cost. The managers of medical care have sought to control costs by controlling the doctor's decision making. This is the focus of managed care. The physicians of today, therefore, face a remarkable challenge. They must respond to the needs of patients while being held accountable to an increasing number of overseers in the public and private sectors. These managers of care justify their activities on the notion that the patient will be better off and the cost less if the doctor-patient encounter is regulated by protocols, statistical comparison, utilization review, and fee schedules. While doctor's decisions are being managed by others, who is managing the managers? The answer should be the medical community, principally doctors. Unfortunately, the answer at the moment is the payors — governmental reimbursement agencies, intermediaries, employers, hospitals, or new corporations designed to manage medical costs. The challenge to the physician is to retain the responsibility for those things for which he or she is held accountable. The challenge should not be ignored.
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Caplan, Debra L., Lisa LeRoy, Jacqueline M. Rosenthal, and Linda J. Shyavitz. "Women health care managers." Health Care Management Review 13, no. 1 (1988): 71–80. http://dx.doi.org/10.1097/00004010-198824000-00011.

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Nilsson, Kerstin, and Mette Sandoff. "Leading processes of patient care and treatment in hierarchical healthcare organizations in Sweden – process managers’ experiences." Leadership in Health Services 28, no. 2 (May 5, 2015): 135–48. http://dx.doi.org/10.1108/lhs-04-2014-0043.

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Purpose – The purpose of this study is to gain better understanding of the roles and functions of process managers by describing Swedish process managers’ experiences of leading processes involving patient care and treatment when working in a hierarchical health-care organization. Design/methodology/approach – This study is based on an explorative design. The data were gathered from interviews with 12 process managers at three Swedish hospitals. These data underwent qualitative and interpretative analysis with a modified editing style. Findings – The process managers’ experiences of leading processes in a hierarchical health-care organization are described under three themes: having or not having a mandate, exposure to conflict situations and leading process development. The results indicate a need for clarity regarding process manager’s responsibility and work content, which need to be communicated to all managers and staff involved in the patient care and treatment process, irrespective of department. There also needs to be an emphasis on realistic expectations and orientation of the goals that are an intrinsic part of the task of being a process manager. Research limitations/implications – Generalizations from the results of the qualitative interview studies are limited, but a deeper understanding of the phenomenon was reached, which, in turn, can be transferred to similar settings. Originality/value – This study contributes qualitative descriptions of leading care and treatment processes in a functional, hierarchical health-care organization from process managers’ experiences, a subject that has not been investigated earlier.
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Yoshida, Kazunori, Yoritaka Harazono, Toko Funaki, and Akiko Nishino. "Care Managers Have Few Options for Home Modification Because They Are Not Specified in Architecture." Innovation in Aging 4, Supplement_1 (December 1, 2020): 198. http://dx.doi.org/10.1093/geroni/igaa057.641.

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Abstract In this paper, we aim to clarify the cause of the difficulty in home modification. The aging society becomes larger where older people have difficulty in living home because of weakened body functions. To maintain quality of life, it is important to modify houses. In Japan, home modification is conducted by care managers, who are originally from nurses, helpers, and so on. However, to modify houses, we hypothesized that it is needed to have knowledge about not only body function but also architecture. Because of this, home modification should be difficult for care managers. For this problem, we aim to clarify the difficulty in home modification. In November 2018, we took part in the teaching course for care managers about home modification and asked care managers the number of home modification they conducted and what they have difficulty in. As a result, we asked for 57 care managers, who have experience as care managers for 39 months in average. Home modification was mainly conducted for setting handrails (four for a care manager in average). It was also revealed that experience of modification for handrails and doors are larger when the experience of care manager becomes longer, but other modification is not the case. The care managers told us that they cannot understand architecture. This result indicates that care managers cannot think of many options for modification because of their little knowledge about architecture. Therefore, it should be needed to combine the architects and care managers for appropriate home modification.
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Hata, Chiemi, and Sachiko Kasahara. "THE STRUCTURE OF CARE MANAGERS’ PRACTICE RESPECTING THE AUTONOMY OF THE FRAIL ELDERLY IN JAPAN." Innovation in Aging 3, Supplement_1 (November 2019): S504. http://dx.doi.org/10.1093/geroni/igz038.1865.

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Abstract The objectives of current study are to clarify the structure of practice respecting the autonomy of the frail elderly under the Long-Term Care Insurance system in Japan and to discuss the related factors to the practice. The mailed self-administered questionnaire survey was conducted on 1398 care managers who working in In-Home Long-Term Care Support Providers in A City in Osaka with the condition that “office with multiple care managers engaged and one care manager with more than 5 years’ experience”. The response rate was 51.0% (713persons) and no missing data 615 (44.0%) was analyzed. Analysis was carried out using Mplus.ver8. The structure of practice respecting the autonomy of the frail elderly and the rerated factors were examined as a causal model using structural equation modeling. As the result, it was confirmed the goodness of fit to the data (RMSEA=0.049, CFI=0.927). By the confirmatory factor analysis, the care manager’s practice respecting the autonomy of the elderly was confirmed associating with three-factors structure; (1)data collection and assessment, (2) strength perspective and (3) professional relationship. Furthermore the practice was significantly affected by self-esteem of care-managers performance (β=0.494) and self-reflection to own work (β=0.269). In conclusion, the current study supported the hypothetical consideration in which self-esteem and self-reflection in care manager’s practice significantly affected the practice respecting the autonomy of the frail elderly.
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Conway, Mary Ellen. "Home care for case managers." Case Manager 8, no. 1 (January 1997): 61–63. http://dx.doi.org/10.1016/s1061-9259(97)80094-x.

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Chatfield, Mary. "Books for health care managers." Health Care Management Review 10, no. 1 (January 1985): 87. http://dx.doi.org/10.1097/00004010-198501010-00011.

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&NA;. "Books for health care managers." Health Care Management Review 10, no. 1 (January 1985): 88. http://dx.doi.org/10.1097/00004010-198501010-00013.

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&NA;. "Books for health care managers." Health Care Management Review 10, no. 1 (January 1985): 88. http://dx.doi.org/10.1097/00004010-198501010-00014.

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&NA;. "Books for health care managers." Health Care Management Review 10, no. 1 (January 1985): 88. http://dx.doi.org/10.1097/00004010-198501010-00015.

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Dissertations / Theses on the topic "Care managers"

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Robertson, Mary Eileen. "Virtual learning for health care managers." Curtin University of Technology, Department of Media and Information, 2006. http://espace.library.curtin.edu.au:80/R/?func=dbin-jump-full&object_id=17001.

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The health industry in Canada, as well as in other industrial countries, has been in the process of reform for many years. While such reform has been attributed to fiscal necessity due to increased health costs, the underlying causes are far more complex. Demographic changes, new technologies, expanded health care procedures and medications, increased demand and the globalization of health services have all contributed to the change and complexity of the industry. Health reform varies from country to country. In Canada, with a publicly funded health industry, the main reform method has been regionalization. This decentralized reform method arranges health services under a regional corporate management structure. The primary objective of this study was to assess the effects of health reform on the educational development of health-care managers in British Columbia, a western province of Canada. The study had a two-fold approach; to ascertain how health reform had changed the skill needs of health-care managers, and whether e-learning could benefit health management education. The key research questions that guided the study were: How might recent changes in the health industry have affected the learning needs and priorities of health-care managers? What factors might hinder attempts to meet any learning needs and priorities of health-care managers? and What benefits might e-learning provide in overcoming hindrances to effective health management education?
A combination of quantitative (survey closed questions) and qualitative (survey open-ended questions, interviews and stakeholder feedback) methods was employed in this study. Overall, this study is described as productive social theory research, in that it addressed a recognized change in learning needs for health-care managers following a period of health reform, a socially significant phenomenon in the health industry. Relying on such tools as a survey, interviews, and stakeholder discussions, data was collected from over five hundred health-care managers. The data collected in this study provided valuable insight into the paradigm shift occurring in the educational needs of these managers. The study found that health reform had expanded the management responsibilities of healthcare managers and increased the complexity of service delivery. Restructuring of the health industry decreased the number of managers, support systems, and career opportunities for managers and increased the manager’s workload, communication problems and the need for new knowledge and skills. In addressing the learning needs of health-care managers, the study found there were limitations in health management educational opportunities available to health-care managers. The findings also show that current health management education was focused on senior managers leaving the majority of industry leaders with limited learning opportunities to upgrade their knowledge and skills at a time of great organizational change.
In addition, a classroom format dominated the learning delivery options for many managers. A list of fourteen management skills was used in the survey instrument to ascertain what new skills were needed by health-care managers following thirteen years of health reform. The findings show that of the fourteen skills, twenty-nine percent of health-care managers had no training and fifty-seven percent received their training through in-service, workshops and seminars. Irrespective of gender, age, working location and education the data showed that healthcare managers were mainly receiving training in change and complexity and people skills with less training occurring in planning and finances. Using the same fourteen skills, health-care managers priorized their immediate learning needs, listing the top three, as: evidence-based management, change and complexity and financial analysis. While evidence-based management and financial analysis could be attributed to the introduction of a corporate management structure in the health industry, change and complexity was an anomaly as managers were already receiving training in this skill. Health industry stakeholders believed this anomaly was due to continued uncertainties with ongoing health reform and/or a need for increased social interaction during a time of organizational change. In addressing the many learning needs of health-care managers a new health management education strategy was proposed for the province which included the need for an e-learning strategy.
The e-learning approach being proposed in this study is an integration of skill training and knowledge sharing directly blended into the workflow of the managers, using a variety of learning technologies. To support this idea, the study found that the majority of health-care managers were not only familiar with e-learning, they also felt they had the computer and Internet skills for more learning delivered in this manner. While a strong need for face-to-face learning still remained, a blended e-learning strategy was proposed for skill training, one that would accommodate the learning needs of managers in rural and remote areas of the province. Knowledge sharing technologies were also proposed to improve the flow of information and learning in small units to both newcomers and experts in the industry. Since this would be a new strategy for the province, attention to quality and costs were identified as essential in the planning. The study found that after years of health reform a new health management educational strategy was needed for the health industry of British Columbia, one that would incorporate a number of learning technologies. Such a change in educational direction is needed if the health industry wishes to provide their leaders with a responsive learning environment to adapt to ongoing organizational change.
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Ford, Lawrence Randolph. "Exploration of Practice Managers' Decision-Making Strategies in a Managed-Care Paradigm." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/3094.

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Practice managers are facing challenging expectations when deploying a managed-care paradigm. The problem addressed in this study was a gap in knowledge regarding practice managers' decision-making strategies that affect, or could be perceived to affect, a climate of excellence with business and client relationships, primary health care, physicians, and patients in a managed-care paradigm. The purpose of the qualitative exploratory study was to explore practice managers' decision-making strategies affecting primary health care, physicians, and patients. Guided by Simon's ideology of decision-making strategies in a management environment, the overarching research question and 3 subquestions centered on how practice managers delineate their decision-making strategies and how those strategies affect primary health care, physicians, and patients. To close the gap in knowledge, the study included (a) a homogeneous purposive sampling of 14 practice managers (n = 2, pilot study; n = 12, main study) as research participants; (b) face-to-face interviews with semistructured, open-ended questions to collect data; and (c) in vivo and pattern coding during data analysis. The study results indicated a need for change agents, interactions, partnerships, and accountability in a managed-care paradigm. Managing health care is complex and practice managers will continue to be challenged. Alliances between practice managers and stakeholders are recommended to meet those challenging expectations. As a result, positive social changes may be observed in improved access to primary health care, better health care treatments, and collaborative interactions in a managed-care paradigm.
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DeMain, Karen A. "Healthcare Managers' Perspectives of their Management Education." The Ohio State University, 2001. http://rave.ohiolink.edu/etdc/view?acc_num=osu1418909720.

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Parand, Anam. "The role of acute care managers in quality of care and patient safety." Thesis, Imperial College London, 2013. http://hdl.handle.net/10044/1/11677.

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Healthcare managers have a responsibility for the standard of their services and patient care delivered. Their work is thought to be essential in achieving and improving high quality care and patient safety. However, little is empirically known about their role in this. This thesis investigates acute care managerial work and impact in the context of quality of care and patient safety. It draws upon power and work-activity group theories and literature from other industries to guide investigation and elucidate findings. The introductory Chapters (Chapters 1-3) provide the background context of quality of care and patient safety, relevant management theory, and literature on the role of acute care managers in quality and safety. A systematic literature review in Chapter 4 illustrates a case for empirical research on this topic and suggests areas for further investigation. Chapters 5 and 6 report a case study investigation of the senior manager’s dimensions of involvement in a quality and safety improvement collaborative. These Chapters present self-reports of 17 Chief Executive Officers and 18 Medical Directors across 20 NHS hospitals on their actions and contributions to the UK Safer Patients Initiative (SPI). From this, a model of five principle dimensions of involvement emerged. Corroborating this model, Chapter 7 reports the staff perspective of their senior managements’ role in SPI, comprising interviews with 36 staff also involved in the SPI programme across the 20 hospitals. To explore the work of the acute care middle manager in quality and patient safety, 36 interviews with general managers, service and divisional managers across two NHS Trusts and two specialities reveal their relevant training/learning, demands, choices and constraints (Chapter 8). This informed two follow up surveys that further quantified the interview findings and explored theoretical power and role constructs. The first survey presents the views of 100 middle managers from 10 NHS Trusts on their quality and safety-related time, learning, activities, power and impact (Chapter 9). The second survey reports 60 clinical staff views on the same items, illustrating some divergence on critical constructs (Chapter 10). The thesis closes with a final Chapter (Chapter 11) comprising a summary of the key findings per Chapter and the overarching themes from the thesis. Methodological limitations/strengths, wider implications for managers and policy makers, and future research are considered. The Chapter ends with concluding remarks on the critical work performed by acute care managers across organisational levels for the daily preservation of quality and patient safety and its improvement.
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Matosevic, Tihana. "Profit or care : the motivations of care home owners and managers in England." Thesis, London School of Economics and Political Science (University of London), 2009. http://etheses.lse.ac.uk/2334/.

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Social care actors' motivations and attitudes play a central role in the delivery of services. This thesis examines the underlying motivations for providing care home services for older people, drawing data from private, voluntary and local authority homes in eight areas of England. The study explores care home owners'/managers' motivations. The majority of respondents were found to be primarily motivated by meeting the needs of older people and professional achievements. With regards to professional motivations, interviewees reported high levels of job satisfaction. Care home owners/managers were satisfied with their career choice and felt that, through their work, they were contributing to society as a whole. The study identified a range of personal and external factors that could influence owners'/managers' intrinsic motivations and professional aspirations. Local authority commissioners' perceptions of care-home owners'/managers' motivations are also identified as playing an important role. Commissioners' views of care home owners'/managers' motivations, their perceived strengths and weaknesses, and their motivations will have a bearing on commissioning decisions. The results indicate that owners/managers are generally perceived by commissioners as highly altruistic, but also relatively financially motivated individuals. Further analysis revealed significantly different views towards profit maximising, which commissioners perceive as very important, while providers consider it to be of little motivational value. Private sector care home owners/managers are described by commissioners as significantly more motivated by personal income. Associations are found between commissioners' perceptions of motivations and the nature of their relationships with providers. The study also examined changes in owners'/managers' motivations between 1994 and 2003. The findings indicated that, overall, care home owners'/managers' main motivations remained unchanged over time. The policy implications of the main findings are discussed with a specific focus on care home owners'/managers' intrinsic motivations, commissioner- provider relationships, and the role of motivations in social care markets.
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Postle, Karen Margaret. "Care managers' responses to working under conditions of postmodernity." Thesis, University of Southampton, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.310558.

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Craig, Susan Yvonne. "Social care managers as staff developers : help or hindrance?" Thesis, University of Southampton, 2008. https://eprints.soton.ac.uk/66058/.

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There are many challenges facing the social care sector. These include how to ensure a qualified workforce exists that meets registration requirements as well as supporting the ongoing development of that workforce. At a time when social care services are under pressure to continuously improve and change, there is an increased pressure on care staff to meet greater demands from service users. Given the labour-intensive nature of social care provision, the training of staff is a significant factor in the provision of a high-quality service. The spectrum of learning and development for care staff is considerable and this presents challenges for managers and organisations. This thesis considers modern day social care provision with its diversity and challenges for those managing the delivery of a constantly changing care service where regulation is paramount and inspection regimes can significantly dictate the business need. Social care managers appear to deal with the demands of providing a service whilst meeting the development needs of staff. Balancing service needs with the need for staff to gain qualifications is an issue. Managers endeavour to overcome the challenges of releasing staff for training and development by considering diverse ways of delivering and accessing learning. The aim of this thesis therefore, is to assess whether social care managers could reasonably adopt a staff development role in addition to their care and other managerial responsibilities. The thesis also examines the perception of the managers and staff concerning the implementation of Government policies and aims to discover what impact this may have on the workplace. In seeking to understand what care staff and managers think about the expectations placed upon them what they say is clearly an important source of data. The use of interviews to gather primary data from a sample of care staff from the independent sector together with a review of secondary data in respect of learning and development research undertaken contributes to a clearer understanding of learning and development strategies adopted by managers. What emerges is that managers do require additional support to implement the learning and development spectrum required by the national minimum care standards and shifting trends in social care responsibilities, however, there is no single solution to the form of assistance required. As a result of this, a number of avenues for future action and recommendations for additional social care research are proposed.
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Cary, Barbara Lorraine. "Case managers and ethical decision making." Thesis, The University of Arizona, 1997. http://hdl.handle.net/10150/291522.

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In a descriptive study, Lutzen's Moral Sensitivity Questionnaire (MSQ) was used to describe nurse case managers' perception of ethical decision making. Both community-based and hospital-based case managers responded. Research questions addressed (a) relationship between respondent's age and patient autonomy and between length of experience as case manager and benevolence; and (b) difference in conflict in ethical decision-making by level of education and difference in rules in ethical decision-making by type of setting. No significant correlations were found between the respondent age and patient autonomy nor between the respondents' length of experience as case manager and benevolence. There was a statistically significant difference in perception of conflict by educational level. Difference in rules in ethical decision making by type of setting approached statistical significance.
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Jacobs-Kenner, Jerrie. "Analysis of alternative care placement changes as provided by case managers." Diss., Columbia, Mo. : University of Missouri-Columbia, 2008. http://hdl.handle.net/10355/5509.

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Thesis (Ph. D.)--University of Missouri-Columbia, 2008.
The entire dissertation/thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file (which also appears in the research.pdf); a non-technical general description, or public abstract, appears in the public.pdf file. Title from title screen of research.pdf file (viewed on July 27, 2009) Includes bibliographical references.
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Van, der Heever Mariana. "An ideal leadership style for unit managers in intensive care units of private health care institutions." Thesis, Stellenbosch : University of Stellenbosch, 2009. http://hdl.handle.net/10019.1/4058.

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Thesis (MCur (Nursing Science))--University of Stellenbosch, 2009.
ENGLISH ABSTRACT: The work environment in critical care units in South Africa is hampered by a profound shortage of nurses, heavy workloads, conflict, high levels of stress, lack of motivation and dissatisfaction among the staff. The task of managing a C.C.U. has therefore become a challenge. It is important that unit managers apply a leadership style that matches these challenges. The aim of this study was to investigate the ideal style of leadership. The objectives set for the study were to identify the ideal leadership style required in the following areas:  administrative functions  education functions  patient care  research An explorative, descriptive research design was applied, with a quantitative approach to determine the ideal leadership style for unit managers in critical care units of private health care institutions. The research sample consisted of all nurses working permanently in eleven private hospitals in the Cape Metropolitan area. A questionnaire consisting of predominantly closed questions was used for the collection of data, which was collected by the researcher in person. Ethical approval was obtained from the Committee of Human Science Research at Stellenbosch University. Permission to conduct the research was obtained from the institutions and informed consent from the participants. A pilot study was conducted to test the questionnaire at a private hospital which did not form part of the study. A 10% sample of the relevant staff, namely 27 participants were involved in this study. The validity and reliability was assured through the pilot study and the use of a statistician as well as experts in nursing and a research methodologist. Data was tabulated and presented in histograms and frequencies. Statistical significant associations were drawn between variables, using the Chi-square test. The Spearman rank (rho) order correlation was used to show the strength of the relationship between two continuous variables. Findings of the study show that participatory leadership style and transformational leadership approach were valued in all four (4) of the objectives. Emphasis was placed on consultation prior to any decisions. Nurses requested an opportunity to give feedback on a regular basis regarding the unit managers conduct (Chi-square test p = 0.025). They also agreed that unit managers should apply the necessary rules and procedures (Chi-square test p = 0.016). A huge request was made for integrity, trust, impartiality, openness, approachability and particularly honesty. The nurses also maintained that the nurse manager’s behaviour should be congruent. Furthermore, the results indicate that nurses would like to be empowered by:  being involved in the scheduling of off-duties  taking the lead in climate meetings  being granted opportunities (to all categories of nurses) to attend managerial meetings. N = 41 (48.2%) of nurses admitted that unit managers would instruct them to cope with insufficient staffing pertaining to ventilated patients, putting them under severe strain and at risk legally. N = 39 (47%) of nurses admitted that unit managers only consider qualifications and experience in the delegation of tasks if the workload in the unit justifies it. Safe patient care is not always a priority. N = 99 (96%) of nurses agreed that autocratic behaviour relating to task delegation exists. Recommendations included the application of transformational leadership and participatory management. The aim to create a healthier, more favourable work environment for critical care nurses will hopefully be attained through applying the ideal leadership style and leadership approach.
AFRIKAANSE OPSOMMING: Die werksverrigtinge in kritieke sorgeenhede in Suid-Afrika word deur ‘n ernstige tekort aan verpleegsters, hoë werklading, konflik, spanning, min motivering en baie ontevredenheid onder verpleeglui gekortwiek. Die leiding en bestuur van ‘n kritieke sorgeenheid is dus nie ‘n maklike taak nie. Dit is dus belangrik dat eenheidsbestuurders ‘n leierskapstyl aan die dag lê wat dié uitdagings doeltreffend aanspreek. Die doel van die studie is dus om ondersoek in te stel na die wenslike leierskapstyl vir kritieke sorgeenhede. Die doelwitte daargestel is dus om die ideale leierskapstyl in elk van die volgende funksies te bepaal:  administrasie  opleiding  pasiënte-sorg  navorsing Die ideale leierskapstyl vir eenheidbestuurders in kritieke sorgeenhede in privaathospitale is bepaal deur ‘n kwantitatiewe benadering met ‘n beskrywende ontwerp toe te pas. Die populasie het alle kritieke sorg verpleeglui ( permanent werksaam by een van elf privaathospitale in die Kaapse Metropool) ingesluit. Instrumentasie het ‘n vraelys behels (met oorwegend geslote vrae) en data is persoonlik deur die navorser ingevorder. Etiese toestemming is vanaf die Etiese Komitee van die Mediese Fakulteit te Universiteit Stellenbosch verkry asook die hoofde van die verskillende privaathospitale waar navorsing plaasgevind het. Ingeligte toestemming is ook van elkeen van die deelnemers verkry. Ten einde die vraelys te toets, is ‘n loodstudie by ‘n privaathospitaal ( wat nie by die studie ingesluit was nie) gedoen. Die loodstudie het N = 27 (10%) van die totale populasie behels. Die betroubaarheid en geldigheid van die studie is deur die loodstudie, die gebruik van ‘n statistikus, verpleegdeskundiges en die navorser-metodoloog versterk. Data is getabuleer en in histogramme en frekwensies voorgestel. Deur die Chi-square- toets te gebruik, is statisties betekenisvolle assosiasies tussen veranderlikes bepaal. Ten einde sterkte van verhoudings tussen twee opeenvolgende veranderlikes te bepaal, is die Spearman rangordekorrelasie (rho) aangewend. Die bevindings van die studie het getoon dat ‘n deelnemende bestuurstyl en transformasie-leierskapbenadering die mees aangewese keuse vir al vier doelwitte is. Die toepassing van veral ‘n deelnemende besluitnemingsproses het groot voorrang geniet, Verpleegkundiges wil daarbenewens ook op ‘n gereelde basis geleentheid hê om terugvoering oor die leierskapgedrag van die eenheidsbestuurder te gee (Chi-square toets p = 0.025). Ook verlang die deelnemers dat eenheidsbestuurders nie reëls en regulasies moet verontagsaam nie (Chi-square toets p = 0.016). ‘n Ernstige versoek is gerig ten opsigte van integriteit met pertinente verwysing na eerlikheid, vertroue, onpartydigheid, deursigtigheid, toeganklikheid en dat die leier se woorde en dade moet ooreenstem. Die resultate het verder getoon dat verpleegsters graag bemagtig wil word deur:  betrokkenheid in die skedulering van afdienste,  leiding in klimaatsvergaderings te wil neem,  geleentheid te hê om bestuurvergaderings by te woon (alle kategorieë van verpleegkundiges).. N = 39 (48.2%) van verpleegkundiges het erken dat hulle gedwonge personeeltekorte ten opsigte van geventileerde pasiënte ervaar en dus aan mediese geregtelike risiko’s en onnodige druk blootgestel word. N 39 (47%) van verpleegkundiges het erken dat eenheidsbestuuders kwalifikasies en ondervinding slegs in ag neem indien die werklading in die eenheid dit toelaat..Veilige pasiëntesorg kry dus nie altyd voorkeur nie. N = 99 (96%) van verpleegkundiges het erken dat outokratiese gedrag ( wat met werkstoewysing verband hou) wel voorkom. ‘n Transformasie leierskapsbenadering en deelnemende bestuurstyl is dus aanbeveel. Die hoop word dus uitgespreek dat deur aan die verpleegkundiges se versoeke ten opsigte van die ideale bestuursbenadering en bestuurstyl te voldoen, die werksatmosfeer binne kritieke sorgeenhede toenemend gesonder en dus aangenamer sal word.
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Books on the topic "Care managers"

1

Cress, Cathy Jo, and Cathy Cress. Care managers: Working with the aging family. Sudbury, Mass: Jones and Bartlett Publishers, 2009.

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Joseph, Pinczuk, ed. Health care financial management for nurse managers. Sudbury, Mass: Jones and Bartlett Publishers, 2006.

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1952-, Harris John, ed. Changing social care: A handbook for managers. London: Whiting and Birch Ltd., 1996.

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General Social Care Council (Great Britain). Codes of practice for social care workers and social care managers. London: GSCC, 2004.

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1952-, Kelly Des, ed. Management skills in social care: A handbook for social care managers. Aldershot, Hants, England: Gower, 1991.

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1924-, Metzger Norman, ed. Achieving excellence: A prescription for health care managers. Rockville, Md: Aspen Publishers, 1986.

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Baker, Judith J. Health care finance: Basic tools for nonfinancial managers. 3rd ed. Sudbury, Mass: Jones and Bartlett Publishers, 2009.

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W, Baker R., ed. Health care finance: Basic tools for nonfinancial managers. 3rd ed. Sudbury, Mass: Jones and Bartlett Publishers, 2011.

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Heffner, Van V. Serving alcohol with care: A manual for managers. East Lansing, MI: Educational Institute, American Hotel & Motel Association, 1985.

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Council, General Social Care. Rules for social care workers and their managers. London: General Social Care Council, 2002.

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Book chapters on the topic "Care managers"

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Gillespie, Rosemary. "Managers and Professionals." In Perspectives in Health Care, 84–109. London: Macmillan Education UK, 1997. http://dx.doi.org/10.1007/978-1-349-13469-4_5.

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Schrijvers, Guus, and Dominique Somme. "Case-Managers and Integrated Care." In Handbook Integrated Care, 55–71. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-56103-5_4.

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Schrijvers, Guus, and Dominique Somme. "Case Managers and Integrated Care." In Handbook Integrated Care, 419–36. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-69262-9_25.

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Arnetz, Bengt B. "Stress - Why Managers Should Care." In Stress in Health and Disease, 92–121. Weinheim, FRG: Wiley-VCH Verlag GmbH & Co. KGaA, 2006. http://dx.doi.org/10.1002/3527609156.ch5.

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Kollak, I., and S. Schmidt. "Zugang zum Case Management und das Umfeld des Case Managers." In Fallübungen Care und Case Management, 97–104. Berlin, Heidelberg: Springer Berlin Heidelberg, 2015. http://dx.doi.org/10.1007/978-3-642-41725-2_5.

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Kollak, Ingrid, and Stefan Schmidt. "Zugang zum Case Management und das Umfeld des Case Managers." In Fallübungen Care und Case Management, 115–24. Berlin, Heidelberg: Springer Berlin Heidelberg, 2019. http://dx.doi.org/10.1007/978-3-662-59242-7_5.

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Dimond, Bridgit. "Social workers: care managers and key workers." In Legal aspects of care in the community, 221–30. London: Macmillan Education UK, 1997. http://dx.doi.org/10.1007/978-1-349-25161-2_13.

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Schirra, Seren, Gaelle Olleon, Estelle Forestier, Sylvie Meyran, Emmanuel Beaudry, and Marie Lassaigne. "Bed Managers: The Patient’s Personal Assistant." In Health Care Systems Engineering for Scientists and Practitioners, 35–40. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-35132-2_4.

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Hyde, Paula, Edward Granter, Leo McCann, and John Hassard. "The Lost Health Service Tribe:In Search of Middle Managers." In The Reform of Health Care, 7–20. London: Palgrave Macmillan UK, 2012. http://dx.doi.org/10.1057/9780230355026_2.

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Matthew, Liz. "Shaping the cutting edge: strategy development for nurse managers." In Professional Care for the Elderly Mentally Ill, 242–60. Boston, MA: Springer US, 1996. http://dx.doi.org/10.1007/978-1-4899-3015-6_13.

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Conference papers on the topic "Care managers"

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Webster, Gemma, Deborah I. Fels, Gary Gowans, and Vicki L. Hanson. "Portraits of Individuals with dementia: Views of Care Managers." In Proceedings of HCI 2011 The 25th BCS Conference on Human Computer Interaction. BCS Learning & Development, 2011. http://dx.doi.org/10.14236/ewic/hci2011.63.

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Rahman, Aulia, Nursalam, and Candra Panji Asmoro. "Developing the Case Managers Role-Function Instrument in the Professional Nursing Care Method: The Case Management." In The 9th International Nursing Conference: Nurses at The Forefront Transforming Care, Science and Research. SCITEPRESS - Science and Technology Publications, 2018. http://dx.doi.org/10.5220/0008332107430745.

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Ettema, Roelof, Goran Gumze, Katja Heikkinen, and Kirsty Marshall. "European Integrated Care Horizon 2020: increase societal participation; reduce care demands and costs." In CARPE Conference 2019: Horizon Europe and beyond. Valencia: Universitat Politècnica València, 2019. http://dx.doi.org/10.4995/carpe2019.2019.10175.

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BackgroundCare recipients in care and welfare are increasingly presenting themselves with complex needs (Huber et al., 2016). An answer to this is the integrated organization of care and welfare in a way that personalized care is the measure (Topol, 2016). The reality, however, is that care and welfare are still mainly offered in a standardized, specialized and fragmented way. This imbalance between the need for care and the supply of care not only leads to under-treatment and over-treatment and thus to less (experienced) quality, but also entails the risk of mis-treatment, which means that patient safety is at stake (Berwick, 2005). It also leads to a reduction in the functioning of citizens and unnecessary healthcare cost (Olsson et al, 2009).Integrated CareIntegrated care is the by fellow human beings experienced smooth process of effective help, care and service provided by various disciplines in the zero line, the first line, the second line and the third line in healthcare and welfare, as close as possible (Ettema et al, 2018; Goodwin et al, 2015). Integrated care starts with an extensive assessment with the care recipient. Then the required care and services in the zero line, the first line, the second line and / or the third line are coordinated between different care providers. The care is then delivered to the person (fellow human) at home or as close as possible (Bruce and Parry, 2015; Evers and Paulus, 2015; Lewis, 2015; Spicer, 2015; Cringles, 2002).AimSupport societal participation, quality of live and reduce care demand and costs in people with complex care demands, through integration of healthcare and welfare servicesMethods (overview)1. Create best healthcare and welfare practices in Slovenia, Poland, Austria, Norway, UK, Finland, The Netherlands: three integrated best care practices per involved country 2. Get insight in working mechanisms of favourable outcomes (by studying the contexts, mechanisms and outcomes) to enable personalised integrated care for meeting the complex care demand of people focussed on societal participation in all integrated care best practices.3. Disclose program design features and requirements regarding finance, governance, accountability and management for European policymakers, national policy makers, regional policymakers, national umbrella organisations for healthcare and welfare, funding organisations, and managers of healthcare and welfare organisations.4. Identify needs of healthcare and welfare deliverers for creating and supporting dynamic partnerships for integrating these care services for meeting complex care demands in a personalised way for the client.5. Studying desired behaviours of healthcare and welfare professionals, managers of healthcare and welfare organisations, members of involved funding organisations and national umbrella organisations for healthcare and welfare, regional policymakers, national policy makers and European policymakersInvolved partiesAlma Mater Europaea Maribor Slovenia, Jagiellonian University Krakow Poland, University Graz Austria, Kristiania University Oslo Norway, Salford University Manchester UK, University of Applied Sciences Turku Finland, University of Applied Sciences Utrecht The Netherlands (secretary), Rotterdam Stroke Service The Netherlands, Vilans National Centre of Expertise for Long-term Care The Netherlands, NIVEL Netherlands Institute for Health Services Research, International Foundation of Integrated Care IFIC.References1. Berwick DM. The John Eisenberg Lecture: Health Services Research as a Citizen in Improvement. Health Serv Res. 2005 Apr; 40(2): 317–336.2. Bruce D, Parry B. Integrated care: a Scottish perspective. London J Prim Care (Abingdon). 2015; 7(3): 44–48.3. Cringles MC. Developing an integrated care pathway to manage cancer pain across primary, secondary and tertiary care. International Journal of Palliative Nursing. 2002 May 8;247279.4. Ettema RGA, Eastwood JG, Schrijvers G. Towards Evidence Based Integrated Care. International journal of integrated care 2018;18(s2):293. DOI: 10.5334/ijic.s22935. Evers SM, Paulus AT. Health economics and integrated care: a growing and challenging relationship. Int J Integr Care. 2015 Jun 17;15:e024.6. Goodwin N, Dixon A, Anderson G, Wodchis W. Providing integrated care for older people with complex needs: lessons from seven international case studies. King’s Fund London; 2014.7. Huber M, van Vliet M, Giezenberg M, Winkens B, Heerkens Y, Dagnelie PC, Knottnerus JA. Towards a 'patient-centred' operationalisation of the new dynamic concept of health: a mixed methods study. BMJ Open. 2016 Jan 12;6(1):e010091. doi: 10.1136/bmjopen-2015-0100918. Lewis M. Integrated care in Wales: a summary position. London J Prim Care (Abingdon). 2015; 7(3): 49–54.9. Olsson EL, Hansson E, Ekman I, Karlsson J. A cost-effectiveness study of a patient-centred integrated care pathway. 2009 65;1626–1635.10. Spicer J. Integrated care in the UK: variations on a theme? London J Prim Care (Abingdon). 2015; 7(3): 41–43.11. Topol E. (2016) The Patient Will See You Now. The Future of Medicine Is in Your Hands. New York: Basic Books.
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McTernaghan, Tracey, and Hazel Webb. "P-65 Project ECHO™: programme management of a disruptive innovation – project managers’ perspective." In Dying for change: evolution and revolution in palliative care, Hospice UK 2019 National Conference, 20–22 November 2019, Liverpool. British Medical Journal Publishing Group, 2019. http://dx.doi.org/10.1136/bmjspcare-2019-huknc.89.

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Bunders, Arnout E., Marc Dinkgreve, Jacqueline Broerse, and Barbara Regeer. "REFLEXIVE MONITORING THROUGH VIDEO REFLECTION: INCREASED DISCURSIVE AWARENESS IN TEAM MANAGERS OF A YOUTH CARE PROTECTION AGENCY." In International Conference on Education and New Learning Technologies. IATED, 2016. http://dx.doi.org/10.21125/edulearn.2016.2123.

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Bogdanova, Kamelia, and Galina Chaneva. "Professional Development and Qualification of Health Care Managers in the Conditions of the COVID 19 Epidemiological Situation." In International Scientific and Practical Conference on Sustainable Development of Regional Infrastructure. SCITEPRESS - Science and Technology Publications, 2021. http://dx.doi.org/10.5220/0010596507190723.

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Alabi, Monica, Lisa Aufegger, Ara Darzi, and Colin Bicknell. "165 Sharing leadership: current attitudes, barriers and needs of clinical and non-clinical managers in UK’s integrated care system." In Leaders in Healthcare Conference, 17–20 November 2020. BMJ Publishing Group Ltd, 2020. http://dx.doi.org/10.1136/leader-2020-fmlm.165.

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Rieger, MA, S. Burgess, F. Junne, E. Rothermund, H. Gündel, S. Zipfel, and M. Michaelis. "985 Prevention of common mental disorders in employees – attitudes of health care professionals, human resources managers, and employees in germany." In 32nd Triennial Congress of the International Commission on Occupational Health (ICOH), Dublin, Ireland, 29th April to 4th May 2018. BMJ Publishing Group Ltd, 2018. http://dx.doi.org/10.1136/oemed-2018-icohabstracts.525.

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Meinert, David. "Resistance to Electronic Medical Records (EMRs): A Barrier to Improved Quality of Care." In InSITE 2005: Informing Science + IT Education Conference. Informing Science Institute, 2005. http://dx.doi.org/10.28945/2896.

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While most industries have aggressively leveraged information technology (IT) to improve quality and reduce costs the healthcare sector has lagged behind. Electronic Medical Records (EMRs) hold great promise for improving quality of care yet widespread adoption is lacking. Physician acceptance is critical to widespread adoption of ambulatory EMRs, yet there is little independent research on physician perceptions. This paper attempts to address this void by reporting the results of a study of physician perceptions related to EMRs in a large, multi-specialty clinic. Physician perceptions of select EMR functions and general attitudes and beliefs are reported. While the importance and anticipated utilization of EMR functions varied, nearly 80 percent of the respondents felt an EMR should be implemented. The findings have implications for both vendors attempting to design and market EMR systems and physician executives and practice managers seeking to solicit support for EMR adoption and/or develop a successful implementation strategy.
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Nordin, Maria, Marina Romeo, Montserrat Yepes-Baldó, and Kristina Westerberg. "O31-4 Managers’ commitment and employees’ turnover intent and perception of quality of care in welfare health organisations in spain and sweden." In Occupational Health: Think Globally, Act Locally, EPICOH 2016, September 4–7, 2016, Barcelona, Spain. BMJ Publishing Group Ltd, 2016. http://dx.doi.org/10.1136/oemed-2016-103951.155.

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Reports on the topic "Care managers"

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Childress, Cynthia Y. Bennett Health Clinic: Increasing Continuity With Primary Care Managers Through Modified Advanced Access. Fort Belvoir, VA: Defense Technical Information Center, May 2002. http://dx.doi.org/10.21236/ada420876.

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Chu, Joyce, Alya Reeve, Nicole Milan, Zhen Zhao, Melissa Moore, Robert Wickham, and Al Gilbert. Researching the Effectiveness of a Decision Support Tool for Adult Consumers With Mental Health Needs and Their Care Managers. Patient-Centered Outcomes Research Institute (PCORI), February 2019. http://dx.doi.org/10.25302/2.2019.ce.12114309.

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Brisson, Anne, Richard Frank, Elizabeth Notman, and Julie Gazmararian. Impact of a Managed Behavioral Health Care Carve-Out: A Case Study of One HMO. Cambridge, MA: National Bureau of Economic Research, October 1997. http://dx.doi.org/10.3386/w6242.

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Homan, Rick, and Catherine Searle. Programmatic implications of a cost study of home-based care programs in South Africa. Population Council, 2005. http://dx.doi.org/10.31899/hiv14.1001.

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The HIV/AIDS epidemic has meant that an increasing number of chronically ill people need ongoing assistance with care and support. Programs providing home-based care (HBC) services are a key component of the response to HIV/AIDS. However, few programs are using operations research, including cost studies, to decide what services to provide and how to structure their services. In 2004, the Horizons Program undertook a study of six HBC programs from different South African provinces to provide key information to NGOs, government ministries, donors, and the programs themselves to inform decisions about service delivery. The study analyzed the cost of HBC services, the best use of resources, and how well programs are able to meet the needs of beneficiaries and their families. The sample represents programs that operate in rural areas and informal settlements. This brief focuses on the coverage, organization, volume, and costs of the services and on findings from two of the methods of data collection: financial records and service statistics, and interviews with financial officers, program managers, and caregivers.
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Glied, Sherry. Managed Care. Cambridge, MA: National Bureau of Economic Research, July 1999. http://dx.doi.org/10.3386/w7205.

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Feldman, Sarah, and David Scharfstein. Managed Care Provider Volume. Cambridge, MA: National Bureau of Economic Research, April 1998. http://dx.doi.org/10.3386/w6523.

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Baker, Laurence, and Martin Brown. The Effect of Managed Care on Health Care Providers. Cambridge, MA: National Bureau of Economic Research, April 1997. http://dx.doi.org/10.3386/w5987.

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Baker, Laurence, and Sharmila Shankarkumar. Managed Care and Health Care Expenditures: Evidence From Medicare. Cambridge, MA: National Bureau of Economic Research, September 1997. http://dx.doi.org/10.3386/w6187.

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Glied, Sherry, Jane Sisk, Sheila Gorman, and Michael Ganz. Selection, Marketing, and Medicaid Managed Care. Cambridge, MA: National Bureau of Economic Research, September 1997. http://dx.doi.org/10.3386/w6164.

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Baker, Laurence, and Joanne Spetz. Managed Care and Medical Technology Growth. Cambridge, MA: National Bureau of Economic Research, January 1999. http://dx.doi.org/10.3386/w6894.

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