{"product_id":"the-management-of-chronic-diseases-organizational-innovation-and-efficiency-hardback-9781786301710","title":"The Management of Chronic Diseases; Organizational Innovation and Efficiency (Hardback) 9781786301710","description":"\u003cfont face=\"Georgia\"\u003e\r\n\u003cp\u003e\u003cfont size=\"6\"\u003eThe Management of Chronic Diseases\u003c\/font\u003e\u003cbr\u003e\r\n\u003cfont size=\"5\"\u003eOrganizational Innovation and Efficiency\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\r\n\r\n\u003cp\u003e\u003cfont size=\"4\"\u003ePierre Huard (Author)\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e9781786301710, Wiley\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eHardback, published 9 January 2018\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e176 pages\u003cbr\u003e23.9 x 16.3 x 1.5 cm, 0.386 kg\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\r\n\r\n\r\n\u003cp align=\"justify\"\u003e\u003cstrong\u003e\u003cfont size=\"3\"\u003eThis book aims to redefine the requirements of an effective care for the chronic diseases, and their difficulties of implementation; to analyze the processes allowing to reinforce quality and to contain the costs and the expenditure related to this care; and to release the dynamic processes of development of an efficient care, the organisational forms and the corresponding strategies.\u003c\/font\u003e\u003c\/strong\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e\u003cp\u003eAcknowledgements ix\u003c\/p\u003e \u003cp\u003eIntroduction xi\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1 The Challenge of Chronic Diseases 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e1.1 Chronic diseases 1\u003c\/p\u003e \u003cp\u003e1.1.1 The burden of chronic diseases 1\u003c\/p\u003e \u003cp\u003e1.1.2 Characteristics of chronic diseases 3\u003c\/p\u003e \u003cp\u003e1.1.3 The case of type 2 diabetes 6\u003c\/p\u003e \u003cp\u003e1.2 Management of chronic diseases 8\u003c\/p\u003e \u003cp\u003e1.2.1 Complex care 8\u003c\/p\u003e \u003cp\u003e1.2.2 Characteristics of effective care 8\u003c\/p\u003e \u003cp\u003e1.3. Organization of the health system and coordination 11\u003c\/p\u003e \u003cp\u003e1.3.1 Organizational imbalance of the health sector 11\u003c\/p\u003e \u003cp\u003e1.3.2 Low coordination capacities 12\u003c\/p\u003e \u003cp\u003e1.3.3 Coordination 14\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2 Some Alternative Schemes for the Management of Chronic Diseases 17\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e2.1. Cooperation systems at the initiative of professionals 17\u003c\/p\u003e \u003cp\u003e2.1.1 Care and health network 17\u003c\/p\u003e \u003cp\u003e2.1.2 A cooperative network 18\u003c\/p\u003e \u003cp\u003e2.1.3 Multiprofessional health home 20\u003c\/p\u003e \u003cp\u003e2.1.4 Care teams 21\u003c\/p\u003e \u003cp\u003e2.2 Cooperation systems at the initiative of insurers 23\u003c\/p\u003e \u003cp\u003e2.3 Chronic care model 25\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3 Difficulties in Implementing Effective Management 29\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e3.1 Technical difficulties 29\u003c\/p\u003e \u003cp\u003e3.1.1 The nature of the information 29\u003c\/p\u003e \u003cp\u003e3.1.2 Communication processes 31\u003c\/p\u003e \u003cp\u003e3.2 Social difficulties 32\u003c\/p\u003e \u003cp\u003e3.2.1 Influence as a promotion means in the interest of actors 32\u003c\/p\u003e \u003cp\u003e3.2.2 Collaboration as a threat to actors’ autonomy 33\u003c\/p\u003e \u003cp\u003e3.2.3 Collaboration as an opportunity 35\u003c\/p\u003e \u003cp\u003e3.3 Cultural difficulties 36\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4 Redefining Conditions for the Effective Management of Chronic Diseases 41\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e4.1 Quality of the activities involved in the patients’ management 41\u003c\/p\u003e \u003cp\u003e4.1.1 Quality as an attribute of actors 41\u003c\/p\u003e \u003cp\u003e4.1.2 Quality as balance between care abilities and requirements 42\u003c\/p\u003e \u003cp\u003e4.2 Diversity and relevance of the range of care, services and skills that can be mobilized 44\u003c\/p\u003e \u003cp\u003e4.3 Cooperation of actors and coordination of their interventions 47\u003c\/p\u003e \u003cp\u003e4.3.1 Cooperation between actors 47\u003c\/p\u003e \u003cp\u003e4.3.2 Intervention coordination for chronic disease management 48\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5 Activities Specific to an Effective Management of Chronic Diseases 53\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e5.1 Nature of specific activities 53\u003c\/p\u003e \u003cp\u003e5.1.1 Specific activities linked to the quality of procedures 54\u003c\/p\u003e \u003cp\u003e5.1.2 Specific activities linked to the range of care and services that can be mobilized 55\u003c\/p\u003e \u003cp\u003e5.1.3 Specific activities linked to cooperation and coordination 56\u003c\/p\u003e \u003cp\u003e5.2 Implementation and funding of specific activities 57\u003c\/p\u003e \u003cp\u003e5.2.1 Implementation problems of specific activities 57\u003c\/p\u003e \u003cp\u003e5.2.2 Funding of specific activities 57\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6 Dynamic Processes for the Provision of Efficient Care 59\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e6.1 Deadlock and efficiency 59\u003c\/p\u003e \u003cp\u003e6.2 Care quality and costs 62\u003c\/p\u003e \u003cp\u003e6.3 System size and costs 64\u003c\/p\u003e \u003cp\u003e6.4 Funding of a collective system and fee-for-service 67\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7 Lump Sum Funding, Efficiency and Development 71\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e7.1 Different lump sum funding methods 71\u003c\/p\u003e \u003cp\u003e7.1.1 Budget 71\u003c\/p\u003e \u003cp\u003e7.1.2 Capitation 73\u003c\/p\u003e \u003cp\u003e7.1.3 Overall capitation 75\u003c\/p\u003e \u003cp\u003e7.2 Overall capitation and development 76\u003c\/p\u003e \u003cp\u003e7.3 Endogenous development limits 78\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8 An Illustration 83\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e8.1 Presentation of the care network 83\u003c\/p\u003e \u003cp\u003e8.2 Analysis of RSD operation and development 87\u003c\/p\u003e \u003cp\u003e8.2.1 Cost reduction 88\u003c\/p\u003e \u003cp\u003e8.2.2 Size increase 90\u003c\/p\u003e \u003cp\u003e8.3 Illustration scope and limits 90\u003c\/p\u003e \u003cp\u003e8.3.1 Point of the illustration 91\u003c\/p\u003e \u003cp\u003e8.3.2 Illustration limits 93\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9 From Processes to Organizational Structures 97\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e9.1 An organized system 97\u003c\/p\u003e \u003cp\u003e9.1.1 Differentiation 97\u003c\/p\u003e \u003cp\u003e9.1.2 Coordination 99\u003c\/p\u003e \u003cp\u003e9.2 Coordination practices 101\u003c\/p\u003e \u003cp\u003e9.3 Steering function 104\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10 Contractual Relationship Configurations 107\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e10.1 Structuring relationships 107\u003c\/p\u003e \u003cp\u003e10.1.1 Orderly coordination relationships 107\u003c\/p\u003e \u003cp\u003e10.1.2 Complex coordination relationships 109\u003c\/p\u003e \u003cp\u003e10.1.3 Contractual relationships 111\u003c\/p\u003e \u003cp\u003e10.2 Organizational configuration 113\u003c\/p\u003e \u003cp\u003e10.2.1 A structured field of action 113\u003c\/p\u003e \u003cp\u003e10.2.2 Areas and authorities 114\u003c\/p\u003e \u003cp\u003e10.2.3 Organizational dynamics 115\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11 Implementation Strategy 119\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e11.1 Two change concepts 119\u003c\/p\u003e \u003cp\u003e11.1.1 Synoptic change 119\u003c\/p\u003e \u003cp\u003e11.1.2 Strategic change 120\u003c\/p\u003e \u003cp\u003e11.2 The success of a doomed reform 121\u003c\/p\u003e \u003cp\u003e11.2.1 The 1991 British reform 121\u003c\/p\u003e \u003cp\u003e11.2.2 A double dynamic 123\u003c\/p\u003e \u003cp\u003e11.2.3 Determinants of the change dynamic 124\u003c\/p\u003e \u003cp\u003e11.3 Strategy elements 125\u003c\/p\u003e \u003cp\u003e11.3.1 Principles and action logic 126\u003c\/p\u003e \u003cp\u003e11.3.2 Strategic management 129\u003c\/p\u003e \u003cp\u003e11.3.3 Management authority 131\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 12 IS in Health System Restructuring 135\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e12.1 The unbalanced organization of the health care system 135\u003c\/p\u003e \u003cp\u003e12.1.1 An unsuitable organization 135\u003c\/p\u003e \u003cp\u003e12.1.2 A dissociation movement 137\u003c\/p\u003e \u003cp\u003e12.2 IS in the system organization development 138\u003c\/p\u003e \u003cp\u003e12.2.1 Intermediary structures 138\u003c\/p\u003e \u003cp\u003e12.2.2 Health operator model 139\u003c\/p\u003e \u003cp\u003e12.3 Promoting IS 142\u003c\/p\u003e \u003cp\u003e12.3.1 More or less effective measures 142\u003c\/p\u003e \u003cp\u003e12.3.2 Structural obstacles to IS creation 144\u003c\/p\u003e \u003cp\u003e12.3.3 Some principles for a reform 147\u003c\/p\u003e \u003cp\u003eBibliography 151\u003c\/p\u003e \u003cp\u003eIndex 159\u003c\/p\u003e\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eSubject Areas: Social services \u0026amp; welfare, criminology [\u003ca title=\"See our other books on Social services \u0026amp; welfare, criminology\" 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