Health Manpower Management

Barbara Hewett‐Silk

1995 Health Manpower Management

doi: 10.1108/09552069510083999pmid: 10143050

The reduction in junior doctors′ hours is a key objective for the NHS. Reports on the activities of junior doctors during randomly selected shifts over a four‐month period, in general medicine and obstetrics and gynaecology in a district general hospital. Raises issues of job design, stress management, work organization and general issues of staff training and professional restrictions. Points to the need for management action with regard to the training of all staff, the way the service production is organized and the introduction of multidisciplinary team working.

J. Herman Gilligan; Ros Boddington

1995 Health Manpower Management

doi: 10.1108/09552069510084006pmid: 10143051

Evaluates the use of self‐managed learning (SML) in management development processes in health‐care settings. Focuses on the application of SML to region‐wide management development initiatives in the South West Thames Region of the UK National Health Service (NHS) from the late 1980s onwards.

John Edmonstone

1995 Health Manpower Management

doi: 10.1108/09552069510084015pmid: 10143045

The management of change has been a continuing concern for NHS managers. Suggests that many of the change processes over the last 25 years have been subject to fundamental flaws, preventing the successful management of change. Outlines a new approach for the management of change and examines the implications for management practice, the role of top management, and of external and internal consultancy/advisory resources.

Annabelle Mark; Virgine Rottier

1995 Health Manpower Management

doi: 10.1108/09552069510084024pmid: 10143046

Evaluates an in‐house National Vocational Qualification scheme at Mount Vernon Hospital. Examines the main issues of differing management and trainee perspectives, time and resource constraints and the non‐transferability of the qualifications at present within a European context.

James Buchan; Siân Thomas

1995 Health Manpower Management

doi: 10.1108/09552069510084033pmid: 10143047

Nurse banks are locally organized in‐house sources of temporary nursing staff. Reports on a study of policy and practice in the management of nurse banks in the National Health Service in Scotland. The study was based on a census survey of all 55 NHS units in Scotland (100 per cent response rate). Examines management rationales in establishing a nurse bank, explores costs and benefits of managing a bank, and provides recommendations on good practice in maintaining continuity of care.

John Edmonstone; Maggie Havergal

1995 Health Manpower Management

doi: 10.1108/09552069510084042pmid: 10143048

Reviews the origins and development of organization development (OD) in health care. Examines how a set of original OD assumptions and values has changed through time, and suggests some foundations for a “born‐again” OD.

Robert Newton; Michael J. Wilkinson

1995 Health Manpower Management

doi: 10.1108/09552069510084051pmid: 10143049

Outlines the workings of action learning sets, team‐building and cultural change, and explores the use of action learning methodology in the development of health‐care managers. Outlines the spin‐off benefits of the implementation of action learning at Ashworth Hospital, such as self‐discipline, commitment, improved morale, empowerment, etc. Concludes that it could be a powerful tool for future health‐care management.