MARC record from Internet Archive

LEADER: 06358cam 22004578a 4500
001 9919368290001661
005 20161129124516.0
008 060214s2006 sa a b 001 0 eng
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016 7 $a013431478$2Uk
020 $a0702171638 (pbk.)
020 $a9780702171635 (pbk.)
029 1 $aYDXCP$b2395324
029 1 $aNLGGC$b29566925X
035 $a(CSdNU)u307690-01national_inst
035 $a(OCoLC)65203304
035 $a(OCoLC)65203304
035 $a(OCoLC)65203304
040 $aUKM$cUKM$dBAKER$dOUN$dIUL$dYDXCP$dBTCTA$dOrLoB-B
043 $af-sa---
049 $aCNUM
082 04 $a362.10680968$222
090 $aRA971$b.M85 2006x
100 1 $aMuller, Marie Eloise.
245 10 $aHealth care service management /$cMarie Muller, Marthie Bezuidenhout, Karien Jooste.
260 $aCape Town :$bJuta ;$aLondon :$bGlobal [distributor],$c2006.
263 $a200606
300 $axiv, 562 p. :$bill. ;$c25 cm.
504 $aIncludes bibliographical references (p. 541-549) and index.
505 0 $aChapter 1. Management of a healthcare organisation -- 1.1. Introduction -- 1.2. Context -- 1.3. Purpose of management -- 1.4. Role-players -- 1.5. Management process -- 1.6. Underlying dynamics -- 1.7. Concluding statements -- Chapter 2. Strategic management of a healthcare organisation -- 2.1. Introduction -- 2.2. Context -- 2.3. Purpose -- 2.4. Role-players -- 2.5. Process -- 2.6. Underlying dynamics -- 2.7. Concluding statements -- Chapter 3. Selected management models -- 3.1. Introduction -- 3.2. Context -- 3.3. Purpose -- 3.4. Role-players -- 3.5. Selected management models -- 3.6. Underlying dynamics -- 3.7. Concluding statements -- Chapter 4. Dimensions of functional management in a healthcare organisation -- 4.1. Introduction -- 4.2. Context -- 4.3. Purpose -- 4.4. Role-players -- 4.5. Dimensions of functional management -- 4.6. Underlying dynamics -- 4.7. Concluding statements -- Chapter 5. Change management in a healthcare organisation -- 5.1. Introduction -- 5.2. Context -- 5.3. Purpose -- 5.4. Role-players -- 5.5. Process -- 5.6. Underlying dynamics -- 5.7. Concluding statements -- Chapter 6. Communication management in a healthcare organisation -- 6.1. Introduction -- 6.2. Context -- 6.3. Purpose -- 6.4. Role-players -- 6.5. Dimensions of communication management in the healthcare organisation -- 6.6. Underlying dynamics -- 6.7. Concluding statements -- Chapter 7. s Marketing of a healthcare organisation -- 7.1. Introduction -- 7.2. Context -- 7.3. Purpose -- 7.4. Role-players -- 7.5. Marketing process -- 7.6. Underlying dynamics -- 7.7. Concluding statements -- Chapter 8. Healthcare service planning and commissioning -- 8.1. Introduction -- 8.2. Context -- 8.3. Purpose -- 8.4. Role-players -- 8.5. Planning, construction and commissioning process -- 8.6. Planning phase -- 8.7. The construction phase -- 8.8. The commissioning phase -- 8.9. Underlying dynamics -- 8.10. Concluding statements -- Chapter 9. Management of HIV and AIDS -- 9.1. Introduction -- 9.2. Context -- 9.3. Purpose -- 9.4. Role-players -- 9.5. Process -- 9.6. Underlying dynamics -- 9.7. Concluding statements -- Chapter 10. Nature and scope of human resources management -- 10.1. Introduction -- 10.2. Context -- 10.3. Purpose -- 10.4. Role-players -- 10.5. Process -- 10.6. Underlying dynamics -- 10.7. Concluding statements -- Chapter 11. Planning and provision of human resources -- 11.1. Introduction -- 11.2. Context -- 11.3. Purpose -- 11.4. Role-players -- 11.5. Process -- 11.6. Underlying dynamics -- 11.7. Concluding statements -- Chapter 12. Maintenance of human resources -- 12.1. Introduction -- 12.2. Context -- 12.3. Purpose -- 12.4. Role-players -- 12.5. Process -- 12.6. Underlying dynamics -- 12.7. Concluding statements -- Chapter 13. Utilisation of human resources -- 13.1. Introduction -- 13.2. Context -- 13.3. Purpose -- 13.4. Role-players -- 13.5. Process -- 13.6. Underlying dynamics -- 13.7. Concluding statements -- Chapter 14. Performance management and development of human resources -- 14.1. Introduction -- 14.2. Context -- 14.3. Purpose -- 14.4. Role-players -- 14.5. Process -- 14.6. Underlying dynamics -- 14.7. Concluding statements -- Chapter 15. Fair labour practice -- 15.1. Introduction -- 15.2. Context -- 15.3. Purpose -- 15.4. Role-players -- 15.5. Process -- 15.6. Underlying dynamics -- 15.7. Concluding statements -- Chapter 16. Leadership in healthcare services management -- 16.1. Introduction -- 16.2. Conceptual framework -- 16.3. Context -- 16.4. The purpose of leadership -- 16.5. Role-players -- 16.6. Process -- 16.7. Underlying dynamics -- 16.8. Concluding statements -- Chapter 17. Financial management of a healthcare organisation -- 17.1. Introduction -- 17.2. Context -- 17.3. Role-players -- 17.4. Purpose of financial management -- 17.5. Financial management process -- 17.6. Underlying dynamics -- 17.7. Concluding remarks -- Chapter 18. Risk management in the healthcare organisation -- 18.1. Introduction -- 18.2. Context -- 18.3. Purpose of risk management -- 18.4. Process and dimensions of risk management -- 18.5. Role players -- 18.6. Underlying dynamics -- 18.7. Concluding statements -- Chapter 19. Quality improvement models in a healthcare organisation -- 19.1. Introduction -- 19.2. Context -- 19.3. Purpose -- 19.4. Role-players -- 19.5. Quality improvement models -- 19.6. Underlying dynamics -- 19.7. Concluding statements -- Chapter 20. Continuous quality improvement in a healthcare organisation -- 20.1. Introduction -- 20.2. Context -- 20.3. Purpose -- 20.4. Role-players -- 20.5. Continuous quality improvement process and dimensions -- 20.6. Underlying dynamics -- 20.7. Concluding statements.
650 0 $aPublic health administration$zSouth Africa.
650 0 $aHealth services administration$zSouth Africa.
700 1 $aBezuidenhout, Marthie.
700 1 $aJooste, K.$q(Karien),$d1957-
938 $aBaker & Taylor$bBKTY$c49.95$d.00$i0702171638$n0006711514$sactive
938 $aYBP Library Services$bYANK$n2395324
938 $aBaker and Taylor$bBTCP$nBK0006711514
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949 $aRA 971 .M85 2006x$i31786102196042
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999 $aRA 971 .M85 2006X$wLC$c1$i31786102196042$d10/1/2009$e9/29/2009 $lCIRCSTACKS$mNULS$n1$rY$sY$tBOOK$u10/11/2007