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Managing change in health and social care

Miller, Robin (2016)
Ph.D. thesis, University of Birmingham.

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Abstract

This PhD by Publication has investigated contemporary management of change practice in health and social care. Through eight case studies it explores change within different sectors, roles and organisations within national, regional and local systems. More successful change programmes are better able to understand their contexts, to design change theories that will work within these contexts, to fully implement the activities planned on the basis of these theories, and to have the resources and autonomy to complete the programme to its conclusion. Despite the relative success of some programmes, there are common opportunities for change management practice to be improved. These include -the meaningful engagement of service users throughout the process; setting of intermediary and final outcomes that provide opportunity for formative and summative evaluation, and in the use of relevant data to enable reflective change practice. It would also appear that despite the considerable body of knowledge regarding management of change this rarely explicitly influences change programmes and therefore stronger collaboration between academia and practice is still required. A pragmatic approach in which different academic fields collaborate to directly respond to the problems faced in practice would be beneficial.

Type of Work:Ph.D. thesis.
Supervisor(s):Mannion, Russell
School/Faculty:Colleges (2008 onwards) > College of Social Sciences
Department:School of Social Policy, Health Services Management Centre
Additional Information:

This thesis is a PhD by prior publication and some content is not openly available. Please consult thesis to view a full publications list and to view available content. A list of article publications can be found below.

Miller, R., Combes, G., Brown, H., and Harwood, A. (2014), Interprofessional workplace learning: a catalyst for strategic change?. Journal of interprofessional care, 28(3), 186- 193.
http://dx.doi.org/10.3109/13561820.2013.877428

Miller, R., Dickinson, H. and Glasby, J. (2011), The care trust pilgrims. Journal of Integrated Care, 19(4): 14-21.
http://dx.doi.org/10.1108/14769011111164250

Miller, R. (2015), Changing organisational culture: another role for self-advocacy?. Tizard Learning Disability Review, 20(2), 69-76.
http://dx.doi.org/10.1108/TLDR-08-2014-0026

Miller, R., and Appleton, S. (2015), Multiple exclusion homelessness: is simplicity the answer to this complexity? Journal of Integrated Care, 23(1), pp23-34.
http://dx.doi.org/10.1108/JICA-11-2014-0043

Miller, R. Millar, R. and Hall, K. (2012), New development: spin-outs and social enterprise: the‘right to request’ programme for health and social care services. Public Money & Management, 32(3): 233-236.
http://dx.doi.org/10.1080/09540962.2012.676283

Miller, R., & Rees, J. (2014), Mental health commissioning: master or subject of change? Mental Health Review Journal, 19(3), 145-155.
http://dx.doi.org/10.1108/MHRJ-04-2014-0013

Miller, R., Allen, K., Mangan, C. and Glasby, J. (2013), Singing from the same hymn sheet? Commissioning of preventative services from the third sector, Journal of Integrated Care, 21 (5), 288 – 299.
http://dx.doi.org/10.1108/JICA-07-2013-0026

Subjects:HD28 Management. Industrial Management
HV Social pathology. Social and public welfare
RA Public aspects of medicine
Institution:University of Birmingham
ID Code:6672
This unpublished thesis/dissertation is copyright of the author and/or third parties. The intellectual property rights of the author or third parties in respect of this work are as defined by The Copyright Designs and Patents Act 1988 or as modified by any successor legislation. Any use made of information contained in this thesis/dissertation must be in accordance with that legislation and must be properly acknowledged. Further distribution or reproduction in any format is prohibited without the permission of the copyright holder.
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