Health Manpower Management

Howard Cork

1994 Health Manpower Management

doi: 10.1108/09552069410064838

Captures the author′s experience of working as a foreigner in Australia and the United States for a number of years. He obtained a personal insight into equal opportunities issues which has continued with him now he has returned to working in a while, male‐dominated business and management environment within the UK. An entertaining piece that raises some fundamental questions about valuing differences.

Kathie Vestal; Roy Massey

1994 Health Manpower Management

doi: 10.1108/09552069410064847pmid: 10137907

Examines the growing use of “work transformation” or process re‐engineering techniques in health‐care organizations. Identifies how pressures on funding and increased expectations are forcing health‐care organizations to adopt radical solutions in their search for lower costs and improved quality of care. Also examines the experience of a number of organizations, and highlights some of the risks involved in taking these approaches.

Nigel Grinstead; R. Timoney

1994 Health Manpower Management

doi: 10.1108/09552069410064856pmid: 10137901

Describes the process used by the Mater Infirmorum Hospital in Belfast in 1992‐1994 to achieve high quality care (Seamless Service), motivate staff to deliver and measure performance. Aims of the project include focusing the organization on the customer, improving teamwork and motivation at all levels. After comprehensive data collection from GPs, patients and staff management forums developed a full TQM strategy to gain support and maintain momentum including innovative staff events (every staff member was given the opportunity to attend) where multilevel, multidisciplinary workshops enabled staff to design customer care standards, develop teams and lead customer‐driven change.

Alison Mather

1994 Health Manpower Management

doi: 10.1108/09552069410791615

General Vocational Qualifications (GNVQs) are one element in a range of exciting developments in vocational education and training. Aims to explain the GNVQ structure and application in the health‐care field. This is the first in a series of three produced by the NHS Training Division. The second will explore the potential of GNVQs and the barriers to the realization of that potential. Following research by NHS Training Division, the final article will explore the acceptability of GNVQs in the health‐care sector as a passport to employment, further, higher and professional education and training, and in continuing professional/ occupational development.

Vivien Martin

1994 Health Manpower Management

doi: 10.1108/09552069410064865pmid: 10137902

Describes the range of issues considered in designing a programme of education and development for NHS managers. The programme took the form of a certificate and diploma in management studies with a very work‐based approach using action learning sets and applied theory and techniques. Briefly discusses the recent history and debates in management education together with the tensions caused by academic focus on critical analysis and evaluation and the workplace focus of being effective and making improvements. This programme attempts to recognize and build on the strengths of both approaches and also to add some of the best practice from trainers′ experience of designing personal development plans. Discusses the emphasis on reflective learning and the use of research‐based assignments instead of conventional exams. Concludes with some indications of possible future developments from this model.

John Lloyd

1994 Health Manpower Management

doi: 10.1108/09552069410064874pmid: 10137903

Many public sector managers are facing fundamental organizational changes, as government macro reforms in health and education reach down to the managers′ agenda. Cultural changes and a new set of values are demanding new management approaches and skills as managers seek to embrace an alternative organizational environment. Seeks to draw out some practical lessons and examples where successful managers in hospitals and colleges have embraced the positive aspects of change, while still preserving those aspects and values of the public sector which have provided for stability and integrity in organizations. Sets out a balance sheet for change, considering the detailed operational issues likely to arise in implementing such changes and suggests that a sensitive and pragmatic view, focusing on process and people, as well as outcome, is likely to remain a crucial skill for effective management.

Ken Hutchinson

1994 Health Manpower Management

doi: 10.1108/09552069410064883pmid: 10137904

An increasing number of organizations are addressing the issue of trade union recognition, particularly NHS trusts considering introducing local pay determination. Burnley NHS Trust developed a strategic approach to the issue, establishing pre‐determined outcomes and measurable criteria to determine which organizations – if any – would have recognition extended for the purpose of local pay determination. The staff side case is examined in detail along with three other options: a staff association, recognition for some and recognition for none. Four organizations – representing 95 per cent of the unionized workforce – accepted recognition, with safeguards for 14 others.

John Stock

1994 Health Manpower Management

doi: 10.1108/09552069410064892pmid: 10137905

Examines issues raised by Changing Childbirth . Summarizes an IMS/RCM report and is based on research in maternity units at different stages in the adoption of various approaches to developing continuity of care. It is concerned with the effect on midwives′ working lives and explores issues of grading, responsibility, working hours, career progression and job satisfaction.

John L. Deffenbaugh

1994 Health Manpower Management

doi: 10.1108/09552069410064900pmid: 10137906

NHS managers must think of health care in a much wider sense than equating it solely with the National Health Service. Health care should rather be viewed as a continuum of businesses and services, including research and development, manufacturing, distribution and actual service delivery. Presents these and places them along a health‐care continuum, which represents a systematic way by which the health care industry can be analysed through its discrete, yet integrated, segments. Manpower, along with finance and estate, are the key resource areas. Manpower resources must be managed effectively in order to maximize value for money, and ultimately ensure health gain for the patient.