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A comprehensive review of medical education and training, across both undergraduate and postgraduate years, incorporating recent dramatic changes in the ways doctors learn and practice.
A practical guide describing what work-based learning is, how it works and what makes it effective. It includes case studies taken from personal accounts of learning experiences from members of primary care teams.
This book is about sharing knowledge and practice. It arose from a conference that was hosted by the Work Based Learning and Accreditation Unit of the School of Health and Social Sciences at Middlesex University. We believed that as a Unit and within the University we have the expertise and experience to make a significant contribution to the debates surrounding the development and implementation of work based learning in health care. However, we were also aware that we are by no means alone in this and that excellent work is being developed and practised in many other universities and organisations: and so the idea of the conference as a platform from which to share knowledge and practice was born. Whilst this book doesn't provide a 'how to' guide, it addresses a topic that has become increasingly important in government, business and edu- cation: the role of the workplace in the generation of knowledge in a complex and changing society. The book presents a range of ideas and practice that cross many of the debates in work based learning including the student experience, the organisational experience of accreditation and professional impact as well as academic and policy reviews. As such, we believe that those who are experienced in work based learning and those who are just beginning to think about it will find something here to stimulate thinking and the development of new ideas.
Edited by Robert Jones and Fiona Jenkins, this book covers continuing professional development, clinical supervision for post graduate allied health professions, teaching and learning for support staff, management of student placements, work based learning, and E-learning.
The ABC of Clinical Leadership explores and develops the key principles of leadership and management. It outlines the scope of clinical leadership, emphasising its importance in the clinical context, especially for improving patient care and health outcomes in rapidly changing health systems and organisations. Using short illustrative case studies, the book takes a systematic approach to leadership of clinical services, systems and organisations; working with others and developing individual leadership skills. This second edition has been fully updated to reflect recent developments in the field, including current thinking in leadership theory, as well as a focus throughout on workforce development and working in multidisciplinary healthcare teams. International examples are used to reflect global practice and two new chapters on leading projects and followership have been added. Combining theory and practical clinical examples, and written by clinical educators with a wealth of experience of leadership in the clinical and educational environment, the ABC of Clinical Leadership is an ideal resource for all healthcare professionals, both during training and for continuing professional development.
In discussing a management topic, scholars, educators, practitioners, and the media often toss out the name of a theorist (Taylor, Simon, Weber) or make a sideways reference to a particular theory (bureaucracy, total quality management, groupthink) and move on, as if assuming their audience possesses the necessary background to appreciate and integrate the reference. This is often far from the case. Individuals are frequently forced to seek out a hodgepodge of sources varying in quality and presentation to provide an overview of a particular idea. This work is designed to serve as a core reference for anyone interested in the essentials of contemporary management theory. Drawing together a team of international scholars, it examines the global landscape of the key theories and the theorists behind them, presenting them in the context needed to understand their strengths and weaknesses to thoughtfully apply them. In addition to interpretations of long-established theories, it also offers essays on cutting-edge research as one might find in a handbook. And, like an unabridged dictionary, it provides concise, to-the-point definitions of key concepts, ideas, schools, and figures. Features and Benefits: Two volumes containing over 280 signed entries provide users with the most authoritative and thorough reference resources available on management theory, both in terms of breadth and depth of coverage. Standardized presentation format, organized into categories based on validity and importance, structures entries so that readers can assess the fundamentals, evolution, and impact of theories. To ease navigation between and among related entries, a Reader’s Guide groups entries thematically and each entry is followed by Cross-References. In the electronic version, the Reader’s Guide combines with the Cross-References and a detailed Index to provide robust search-and-browse capabilities. An appendix with a Chronology of Management Theory allows readers to easily chart directions and trends in thought and theory from early times to the present. An appendix with Central Management Insights allows readers to easily understand, compare, and apply major theoretical messages of the field. Suggestions for Further Reading at the end of each entry guide readers to sources for more detailed research and discussion. Key themes include: Nature of Management Managing People, Personality, and Perception Managing Motivation Managing Interactions Managing Groups Managing Organizations Managing Environments Strategic Management Human Resources Management International Management and Diversity Managerial Decision Making, Ethics, and Creativity Management Education, Research, and Consulting Management of Operations, Quality, and Information Systems Management of Entrepreneurship Management of Learning and Change Management of Technology and Innovation Management and Leadership Management and Social / Environmental Issues PLUS: Appendix of Chronology of Management Theory PLUS: Appendix of Central Management Insights
This important book is for anyone who wants to make the most of work-based learning: employees, employers, educationalists, policy makers and researchers. It sheds light on ways of giving full-time employees the chance to take up learning opportunities which are of the same level and rigour as those on offer to the full time student. It approaches the subject from the perspective of the learner, drawing on case studies to provide detailed insight. It suggests that universities already have in place much of the machinery needed to support learners who are in work: they just don't make enough use of it. Look closely and you will find a substantial legacy of this kind of activity by universities. This is a book about seizing opportunities. In one volume, Understanding Work-Based Learning makes a valuable contribution to current employer engagement and learner demand debates, and provides first hand learner experiences to guide existing and potential work based learners, employers, educationalists, policy makers, and researchers.
Annotation Examining the principles of accredited work-based learning, this book introduces some of the key practice and education issues currently facing professionals and includes discussion of the challenges encountered when trying to combine academic and practice development. Based on real-life experiences, this book is a useful resource for practitioners and educators involved in higher education programs that combine practice and academic learning.
The Institute of Medicine study Crossing the Quality Chasm (2001) recommended that an interdisciplinary summit be held to further reform of health professions education in order to enhance quality and patient safety. Health Professions Education: A Bridge to Quality is the follow up to that summit, held in June 2002, where 150 participants across disciplines and occupations developed ideas about how to integrate a core set of competencies into health professions education. These core competencies include patient-centered care, interdisciplinary teams, evidence-based practice, quality improvement, and informatics. This book recommends a mix of approaches to health education improvement, including those related to oversight processes, the training environment, research, public reporting, and leadership. Educators, administrators, and health professionals can use this book to help achieve an approach to education that better prepares clinicians to meet both the needs of patients and the requirements of a changing health care system.
In this book, the authors address some basic problems in the learning of biomedical science, medicine, and the other health sciences. Students in most medical schools, especially in basic science courses, are required to memorize a large number of "facts," facts which may or may not be relevant to medical practice. Problem-based learning has two fundamental postulates--the learning through problem-solving is much more effective for creating a body of knowledge usable in the future, and that physician skills most important for patients are problem-solving skills, rather than memory skills. This book presents the scientific basis of problem-based learning and goes on to describe the approaches to problem-based medical learning that have been developed over the years at McMaster University, largely by Barrows and Tamblyn.