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'Social Work and Human Services Best Practice' is organised about the 10 key issues of child protection, young offenders, adult offenders, mental health, disability, healthcare, ageing, working in rural and remote communities, Indigenous Australians, and migrants and refugees. Comprehensive consideration is given to the practical, theoretical, legal and political aspects of working in these areas and effective strategies for doing so are identified.

This volume – the first-ever collection of research on healthcare interpreting – centers on three interrelated themes: cross-cultural communication in healthcare settings, the interactional role of persons serving as interpreters and the discourse patterns of interpreter-mediated interaction. The individual chapters, by seven innovative researchers in the area of community-based interpreting, represent a pioneering attempt to look beyond stereotypical perceptions of interpreter-mediated interactions. First published as a Special Issue of Interpreting 7:2 (2005), this volume offers insights into the impact of the interpreter – whether s/he is a trained professional or a member of the patient's family – including ways in which s/he may either facilitate or impair reliable communication between patient and healthcare provider. The five articles cover a range of settings and specialties, from general medicine to pediatrics, psychiatry and speech therapy, using languages as diverse as Arabic, Dari, Farsi, Italian and Spanish in combination with Danish, Dutch, English and French.

Federal and state governments, as well as third party payees, have created incentives for cost containment policies within healthcare settings. The purpose of this study is to determine the extent healthcare financial managers (HCFMs) believe various healthcare reform measures and cost containment strategies are effective and to descriptively compare the perception of effectiveness by type of organization (for profit, not for profit, and outside CPA/consulting firm). Eighty-four HCFMs, from 36 states, agree that the majority of healthcare reform measures are moderately or very effective. In general, accounting practices that HCFMs have direct decision making authority over were deemed effective (i.e. accounting systems that reduce administrative costs) regardless of type of agency employed. Surprisingly, accounting systems that provide more accurate allocation of indirect-overhead costs were not considered effective by not-for profit organizations. On the other hand, analyzing variances between expectations and actual cost/revenue, closely monitoring supply and equipment costs, and reducing administrative costs were rated effective by all three groups.

Modern mental healthcare in Poland has its foundations in the 19th century, when the country was subject to three different organisational and legal systems – of the Austrian, Prussian and Russian Empires. These differences prevailed even after the First World War. Professionals lobbying for a mental health act had no success. The Second World War left mental healthcare with significant losses among its professional groups. More than half of all Polish psychiatrists lost their lives; some of them were exterminated as Jews, some as prisoners of the Soviets. The Nazi occupation in Poland had dramatic consequences for people with a mental disturbance, as Action T4 turned into genocide on the Polish territory. The majority of psychiatric in-patients were killed. After the Second World War, the mental health system had to be rebuilt, almost from scratch. Major political changes in the country across the second part of the 20th century and revolutionary changes in mental healthcare around the world influenced psychiatric services. The purpose of this paper is to describe mental healthcare in Poland today.

Effective Healthcare Leadership integrates theory and practice to distil the reality of healthcare leadership today. It addresses the context and explores strategies for leadership and examines the leadership skills required to implement and sustain developments in healthcare. Section one examines the contemporary context and challenges of healthcare leadership. Section two offers opportunities through the CLINLAP/LEADLAP model to see how modern management ideas, tools and techniques are used effectively in leadership development. Section three examines the role of leadership in implementing c

In September 2005, the IPMA-HR Benchmarking Committee conducted a survey on healthcare benefits cost management. The results of the survey are summarized in this article. They show that rising healthcare costs are straining state and local budgets nationwide. The IPMA-HR survey focused on the public sector and the results of that survey are compared to one with a more private-sector focus. Strategies used to combat rising costs are discussed, including cost-shifting to employees and health and wellness programs. The latter is the subject of three case studies that conclude this article.

Singapore is a modern city state and the smallest nation (land area of 699 km(2)) in South East Asia. Its population of over 4 million is multiracial, with the Chinese (76.8%) constituting the majority of the population, followed by the Malays (13.9%) and the Indians (7.9%). The present health system is one that stresses individual responsibility, based on a system of compulsory medical saving accounts and on market mechanisms for the allocation of scarce healthcare resources. There are both public and private healthcare sectors. Since 1985, every public sector hospital has been 'restructured' – to grant some degree of autonomy in operational matters, with the intention of creating competition and financial discipline, although the government still retains 100% ownership of the hospitals.

This e-book addresses the issue of emotion in healthcare organization. It reflects a more general and growing interest in the role of emotion across a range of academic disciplines. The articles selected for inclusion in this e-book therefore trace both the interpersonal nature of emotion, as well as how it can also span the individual and the organizational setting. In addition there are articles which look at the bridges into both the shadowy areas of organizational life like gossip, as well as the interface between personal and professional lives. The papers indicate a shared international

Biotechnology in India has made great progress in the development of infrastructure, manpower, research and development and manufacturing of biological reagents, biodiagnostics, biotherapeutics, therapeutic and, prophylactic vaccines and biodevices. Many of these indigenous biological reagents, biodiagnostics, therapeutic and prophylactic vaccines and biodevices have been commercialized. Commercially when biotechnology revenue has reached $25 billions in the U.S. alone in 2000 excluding the revenues of biotech companies that were acquired by pharmaceutical companies, India has yet to register a measurable success. The conservative nature and craze of the Indian Industry for marketing imported biotechnology products, lack of Government support, almost non-existing national healthcare system and lack of trained managers for marketing biological and new products seem to be the important factors responsible for poor economic development of biotechnology in India. With the liberalization of Indian economy, more and more imported biotechnology products will enter into the Indian market. The conditions of internal development of biotechnology are not likely to improve in the near future and it is destined to grow only very slowly. Even today biotechnology in India may be called to be in its infancy.