The Management of Chronic Diseases – Organizational Innovation and Efficiency

Name: The Management of Chronic Diseases – Organizational Innovation and Efficiency
Author: Pierre Huard

Organizational Innovation and Efficiency

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Gebonden, 176 blz. | Engels

John Wiley & Sons | e druk, 2018

ISBN13: 9781786301710

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John Wiley & Sons e druk, 2018 9781786301710

193,70

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Samenvatting

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.

Specificaties

ISBN13:9781786301710

Taal:Engels

Bindwijze:gebonden

Aantal pagina's:176

Uitgever:John Wiley & Sons

Inhoudsopgave

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

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The Management of Chronic Diseases – Organizational Innovation and Efficiency

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