Details
The Management of Chronic Diseases
Organizational Innovation and Efficiency1. Aufl.
139,99 € |
|
Verlag: | Wiley |
Format: | EPUB |
Veröffentl.: | 14.02.2018 |
ISBN/EAN: | 9781119489184 |
Sprache: | englisch |
Anzahl Seiten: | 176 |
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Beschreibungen
This 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.
<p>Acknowledgements ix</p> <p>Introduction xi</p> <p><b>Chapter 1. The Challenge of Chronic Diseases 1</b></p> <p>1.1. Chronic diseases 1</p> <p>1.1.1. The burden of chronic diseases 1</p> <p>1.1.2. Characteristics of chronic diseases 3</p> <p>1.1.3. The case of type 2 diabetes 6</p> <p>1.2. Management of chronic diseases 8</p> <p>1.2.1. Complex care 8</p> <p>1.2.2. Characteristics of effective care 8</p> <p>1.3. Organization of the health system and coordination 11</p> <p>1.3.1. Organizational imbalance of the health sector 11</p> <p>1.3.2. Low coordination capacities 12</p> <p>1.3.3. Coordination 14</p> <p><b>Chapter 2. Some Alternative Schemes for the Management of Chronic Diseases 17</b></p> <p>2.1. Cooperation systems at the initiative of professionals 17</p> <p>2.1.1. Care and health network 17</p> <p>2.1.2. A cooperative network 18</p> <p>2.1.3. Multiprofessional health home 20</p> <p>2.1.4. Care teams 21</p> <p>2.2. Cooperation systems at the initiative of insurers 23</p> <p>2.3. Chronic care model 25</p> <p><b>Chapter 3. Difficulties in Implementing Effective Management 29</b></p> <p>3.1. Technical difficulties 29</p> <p>3.1.1. The nature of the information 29</p> <p>3.1.2. Communication processes 31</p> <p>3.2. Social difficulties 32</p> <p>3.2.1. Influence as a promotion means in the interest of actors 32</p> <p>3.2.2. Collaboration as a threat to actors’ autonomy 33</p> <p>3.2.3. Collaboration as an opportunity 35</p> <p>3.3. Cultural difficulties 36</p> <p><b>Chapter 4. Redefining Conditions for the Effective Management of Chronic Diseases 41</b></p> <p>4.1. Quality of the activities involved in the patients’ management 41</p> <p>4.1.1. Quality as an attribute of actors 41</p> <p>4.1.2. Quality as balance between care abilities and requirements 42</p> <p>4.2. Diversity and relevance of the range of care, services and skills that can be mobilized 44</p> <p>4.3. Cooperation of actors and coordination of their interventions 47</p> <p>4.3.1. Cooperation between actors 47</p> <p>4.3.2. Intervention coordination for chronic disease management 48</p> <p><b>Chapter 5. Activities Specific to an Effective Management of Chronic Diseases 53</b></p> <p>5.1. Nature of specific activities 53</p> <p>5.1.1. Specific activities linked to the quality of procedures 54</p> <p>5.1.2. Specific activities linked to the range of care and services that can be mobilized 55</p> <p>5.1.3. Specific activities linked to cooperation and coordination 56</p> <p>5.2. Implementation and funding of specific activities 57</p> <p>5.2.1. Implementation problems of specific activities 57</p> <p>5.2.2. Funding of specific activities 57</p> <p><b>Chapter 6. Dynamic Processes for the Provision of Efficient Care 59</b></p> <p>6.1. Deadlock and efficiency 59</p> <p>6.2. Care quality and costs 62</p> <p>6.3. System size and costs 64</p> <p>6.4. Funding of a collective system and fee-for-service 67</p> <p><b>Chapter 7. Lump Sum Funding, Efficiency and Development 71</b></p> <p>7.1. Different lump sum funding methods 71</p> <p>7.1.1. Budget 71</p> <p>7.1.2. Capitation 73</p> <p>7.1.3. Overall capitation 75</p> <p>7.2. Overall capitation and development 76</p> <p>7.3. Endogenous development limits 78</p> <p><b>Chapter 8. An Illustration 83</b></p> <p>8.1. Presentation of the care network 83</p> <p>8.2. Analysis of RSD operation and development 87</p> <p>8.2.1. Cost reduction 88</p> <p>8.2.2. Size increase 90</p> <p>8.3. Illustration scope and limits 90</p> <p>8.3.1. Point of the illustration 91</p> <p>8.3.2. Illustration limits 93</p> <p><b>Chapter 9. From Processes to Organizational Structures 97</b></p> <p>9.1. An organized system 97</p> <p>9.1.1. Differentiation 97</p> <p>9.1.2. Coordination 99</p> <p>9.2. Coordination practices 101</p> <p>9.3. Steering function 104</p> <p><b>Chapter 10. Contractual Relationship Configurations 107</b></p> <p>10.1. Structuring relationships 107</p> <p>10.1.1. Orderly coordination relationships 107</p> <p>10.1.2. Complex coordination relationships 109</p> <p>10.1.3. Contractual relationships. 111</p> <p>10.2. Organizational configuration 113</p> <p>10.2.1. A structured field of action 113</p> <p>10.2.2. Areas and authorities 114</p> <p>10.2.3. Organizational dynamics. 115</p> <p><b>Chapter 11. Implementation Strategy 119</b></p> <p>11.1. Two change concepts 119</p> <p>11.1.1. Synoptic change 119</p> <p>11.1.2. Strategic change 120</p> <p>11.2. The success of a doomed reform 121</p> <p>11.2.1. The 1991 British reform 121</p> <p>11.2.2. A double dynamic 123</p> <p>11.2.3. Determinants of the change dynamic 124</p> <p>11.3. Strategy elements 125</p> <p>11.3.1. Principles and action logic 126</p> <p>11.3.2. Strategic management 129</p> <p>11.3.3. Management authority 131</p> <p><b>Chapter 12. IS in Health System Restructuring 135</b></p> <p>12.1. The unbalanced organization of the health care system 135</p> <p>12.1.1. An unsuitable organization 135</p> <p>12.1.2. A dissociation movement 137</p> <p>12.2. IS in the system organization development 138</p> <p>12.2.1. Intermediary structures 138</p> <p>12.2.2. Health operator model 139</p> <p>12.3. Promoting IS 142</p> <p>12.3.1. More or less effective measures 142</p> <p>12.3.2. Structural obstacles to IS creation 144</p> <p>12.3.3. Some principles for a reform 147</p> <p>Bibliography 151</p> <p>Index 159</p>
Pierre Huard, Université dAix-Marseille, France