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Leading and Managing a Social Enterprise in Health and Social Care (Theory and Practice) is the first of its kind to focus on the health and social care sector of social entrepreneurship. Social enterprise in health and social care is an important and expanding area due to various environmental influences such as an ageing population and the economic pressures facing the sector. The book meets an increasing demand for resources for students and practitioners. Although written for the health and social care sector, the concepts can be applied to other areas of social enterprise practice. This book is designed to provide the skills, knowledge and understanding of the practice and development of social enterprises in general and in health and social care in greater detail. The learning outcomes for the textbook are to: 1. Review and examine the practice and values of managers in social enterprises, both generally and in health and social care. 2. Analyse the historical and contemporary concepts and drivers that underpin social enterprise practice, both generally and in health and social care; 3. Critically evaluate a series of different case studies in the light of theories and practice of social enterprise activity; 4. Provide understanding of the process and content of designing and delivering a business plan and income generation strategies for social enterprise initiatives, both generally and in health and social care; 5. Demonstrate how to develop and implement innovative and sustainable business practices to ensure the longevity of social enterprises, including marketing and procurement, in the process showing opportunities for setting up and sustaining a social enterprise in different fields. 6. Provide examples of good practice in staff and human resources management. The nine authors are heavily involved in developing and delivering training and courses on enterprise and social enterprise in a range of Universities and institutions, including the University of Greenwich, University of Northampton, Ravensbourne College, University of Helsinki and School for Social Entrepreneurs, as well as through consultancies such as Lifeworld. The authors, Associate Professor Chris Durkin, Dr Kemal Ahson, Malcolm Hayday CBE, Catherine Pestano, Paul Sternberg, Shingirirai Duke and Bukky Omopariola also draw on decades of practical and successful management experience in setting up and sustaining social enterprises, charities and other voluntarily, and supporting organisations both nationally and internationally, including NHS, British Council, Charity Bank, St Mungo’s, Church Urban Fund et al. Thus, they can provide a wealth of practical knowledge in: • enterprise start-ups, • management of social enterprises, • social innovation in addressing a social need, • social marketing for social enterprises • social entrepreneurship in the NHS • managing a wide range of service delivery (including business incubation, vocational training, employment preparation, health, adult social care and community development), • business planning, • fundraising and financing, • procurement, • impact evaluation, • monitoring and evaluation, • staff and human resources management. The purpose of this book is to encourage the start-up and consolidation of a variety of social enterprise initiatives, both in general and in health and social care. It describes and analyses creative approaches to solving problems and encouraging greater social innovation to overcome the challenges and issues in both health and social care management and social enterprise practice. Numerous case studies along with relevant exercises are provided with both print and e-book editions available. The book has a strong emphasis on sustainability, proactivity and innovation within a fast paced and changing world.